BackgroundPsychological harassment (PH) at work is referred to as PH is a critical psychosocial hazard that negatively affects employee well-being and productivity. Increasing evidence indicates that PH contributes to burnout, particularly emotional exhaustion, depersonalization, and reduced personal accomplishment. However, empirical findings on how harassment interacts with burnout subscales across different demographic groups remain limited.ObjectiveThe relationships between PH and burnout subscales among employees in the public and private sectors were examined, and whether PH was positive associated burnout when demographic variables were controlled was evaluated.MethodsA cross-sectional study was conducted with 412 employees, and data were collected using participants' self-reported responses. Burnout and Psychological Harassment levels were assessed using validated scales. Statistical analyses included descriptive tests, Pearson correlations, t-tests, ANOVA, and hierarchical regression models.ResultsParticipants experienced moderate levels of PH(M = 47.57, SD = 16.98) and burnout (EE: M = 17.45; DP: M = 10.28; PA: M = 16.93). PH showed a significant positive correlation with EE (r = .233, p < .001) and a significant negative correlation with PA (r = -.201, p < .001). Private-sector employees reported higher EE (M = 27.82) than public-sector employees (M = 24.92; p < .001). PH varied significantly by education (p = .021) and income level (p < .001). Hierarchical regression results indicated that psychological harassment significantly predicted EE (β = .302, p < .001), explaining 9.1% of its variance, and remained significant after demographic controls (ΔR2 = .086).ConclusionPH is a strong and independent predictor of emotional exhaustion and reduced personal accomplishment. Although demographic factors contribute to variations in burnout and PH, they do not fully account for the adverse effects of PH. These findings highlight the need for organizational prevention strategies, effective reporting mechanisms, and supportive workplace practices to reduce psychosocial risks and enhance employee well-being.

Khat use is an increasing public health concern in Somaliland, linked to various mental, physical, social, and psychological problems. This study examined the effect of khat consumption on work performance among small business employees in the City-Center Market, Hargeisa, Somaliland. A quantitative cross-sectional design was employed, with purposive sampling of 150 male respondents. Data were collected through a structured Likert-scale questionnaire measuring khat consumption patterns and work performance. Reliability was confirmed using Cronbach's alpha, and multiple linear regression analysis was applied to assess the predictive effect of khat consumption on work performance. Demographic and occupational variables (education level, marital status, employment type, type of khat commonly chewed, and age categories) were included as controls. Regression analysis showed khat consumption was significantly associated with work performance (B = 0.774, β=0.879, t=15.062, p<0.001). Higher levels of khat use were associated with lower work performance, while other variables including education level (p=0.281), marital status (p=0.548), employment type (p=0.902), type of khat (p=0.700), and age (p=0.429) showed no statistically significant effects. The study suggests that khat consumption may negatively influence employee productivity, while demographic and occupational factors appear to have limited influence. These findings highlight the importance of workplace awareness and policy measures aimed at reducing the potential adverse impact of khat use on work performance.

The development of flexible work arrangements in the post-COVID-19 era has significantly increased the implementation of Work From Home (WFH) practices across various organizations. This transformation has raised concerns regarding the factors influencing employee productivity, particularly work discipline as a behavioral control mechanism in remote working environments. Therefore, a systematic review is needed to integrate fragmented research findings and provide a more comprehensive understanding of the relationship between WFH, work discipline, and employee productivity. This study aims to identify research trends, analyze the theoretical and methodological approaches employed in previous studies, synthesize the relationships among variables, and identify existing research gaps. The study adopted a Systematic Literature Review (SLR) approach following the PRISMA 2020 guidelines. Literature searches were conducted through Scopus, Web of Science, ScienceDirect, Emerald Insight, SpringerLink, ProQuest, and Google Scholar databases covering the period from 2020 to 2025. Following the identification, screening, and eligibility assessment processes, 35 articles met the inclusion criteria and were analyzed using thematic analysis and narrative synthesis. The review findings indicate that WFH generally contributes positively to employee productivity by enhancing work flexibility and work-life balance. However, its effectiveness is strongly influenced by work discipline, organizational support, and the utilization of digital technology. Furthermore, inconsistencies were identified across studies due to differences in organizational contexts, job characteristics, and research designs. This study concludes that work discipline is a key determinant of successful WFH implementation and proposes an integrated conceptual framework that can serve as a foundation for future research, human resource management practices, and flexible work policy development.

PurposeThis paper explores the impact of the COVID-19 pandemic on employee productivity and the future of remote work beyond the pandemic years. Using data collected from 646 remote workers, we examined the influence of interpersonal relations, time management, stress, and skill development on productivity.Design/methodology/approachWe validated our model using structural equation modelling (SEM), and the results revealed that the sudden shift to remote work had no significant negative impact on productivity.FindingsThe results of this study may encourage HR managers to expand remote work opportunities, thereby enhancing talent attraction and retention in a highly competitive job market.Originality/valueDespite prevalent concerns about COVID-19 and the evolving nature of workplaces, employees perceived remote work as offering greater flexibility in task organization and the opportunity to create a healthier work-life balance. Furthermore, our findings suggest that HR managers should consider allowing remote work post-pandemic as a strategic aspect of workplace evolution.

ABSTRACT This paper explores how the anthropomorphic features of service robots influence employee service recovery engagement through the mechanism of responsibility diffusion in service failure contexts, with a particular focus on the moderating role of organizational AI readiness. Grounded in the Computers As Social Actors paradigm, we validated our hypotheses across five studies (N = 1532). This progression included a real-world pre-study, an organizational survey, and two controlled experiments featuring both embodied and virtual robotics. A final video-based experiment was conducted to systematically eliminate alternative accounts, including role ambiguity. The results show that service robot anthropomorphism increases the diffusion of responsibility among collaborating employees, which in turn reduces their subsequent service recovery engagement. However, a high degree of organizational AI readiness can buffer this negative effect. Our study advances the scholarship on human-robot collaboration, offering managers actionable guidance for integrating service robots to boost employee productivity.

This study aims to analyze the effect of work environment and work discipline on employee performance productivity at PT. Chiara Allegra Living. A comfortable and conducive work environment and work discipline in complying with company regulations play an important role in increasing employee performance productivity. The research method used is a quantitative descriptive approach. The sample was taken using simple random sampling technique, resulting in 60 respondents with data obtained through questionnaire distribution and analyzed using multiple linear regression technique to test the relationship between independent variables (work environment and work discipline) and dependent variables (employee performance productivity). The results of the study using SPSS software have a Cronbach's Alpha value above 0.60 indicating that each research variable is interdependent and consistent. After conducting a reliability test, then conducting a normality test shows that the Asymp. Sig (2-tailed) value is 0.051, which is higher than 0.05. The Kolmogorov-Smirnov (K-S) test shows that the research residuals have a normal distribution. The results of the regression test show that simultaneously the work environment and work discipline had a positive and significant effect on employee productivity, with an R value of 0.617 and an R square of 0.381, meaning that 38.1% of the variation in employee productivity could be explained by these two variables. Partially, work discipline has the most dominant influence with a regression coefficient of 0.593 followed by work environment with 0.152. These findings indicate that company management needs to improve the quality of the work environment and maintain work discipline. With this strategy, companies can increase employee performance productivity and ultimately have a positive impact on future employee performance.

Digital transformation is fundamentally reshaping Human Resource Management (HRM) through the integration of advanced digital technologies such as HR analytics, cloud-based HR systems, and human resource information systems (HRIS) to enhance workforce outcomes. This study examines the extent of digital transformation in HR practices and its impact on employee productivity and work engagement. It further investigates the mediating effect of employee productivity in the relationship between digital HR practices and work engagement. A quantitative research design was employed, with data collected from a sample of 295 employees across selected organizations. Statistical techniques including correlation analysis, multiple regression, and mediation analysis using bootstrapping were applied for hypothesis testing. The findings reveal that digital HR practices have a significant positive effect on both employee productivity and work engagement. Furthermore, employee productivity partially mediates the relationship between digital HR practices and work engagement. The study contributes to HRM literature by providing empirical evidence on the role of digital transformation in improving workforce performance and offers practical implications for designing data-driven and technology-enabled HR systems in organizations.

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.

HRM is undergoing a complete metamorphosis with the use of data-driven technologies and analytical tools. One of these advancements that is becoming an important strategic weapon in today's organizations to improve talent management is HR analytics. This research examines how HR analytics are utilized in talent management, and how it affects organizational performance, employee productivity and HR forecasting. Secondary data has been collected from the journals, reports, books and recent published papers related to human resource analytics and talent management practices in the industry and the study has been developed from the collected secondary data. It explores the use of predictive analytics, employee performance metrics, workforce analytics and data visualization in human resource decision making processes. The study also reveals analytics' role in reducing employee attrition, improving the quality of recruits, talent gaps and improving employee engagement strategies. The results show that HR organizations who use HR analytics have more efficient processes for hiring and optimizing workforce. HR analytics aids in evidence-based decision making that enables managers to evaluate employee behaviour, performance and training. The research also reveals that resistance to change, technological constraints, lack of analytical skills and data privacy concerns are among the difficulties faced by HR organisations in adopting HR analytics systems. The paper ends that HR analytics is playing a crucial role in providing technology support to HR strategies as a means to bolster talent management. Companies that effectively use analytical tools will have an advantage in recruiting, hiring, and keeping qualified employees and will provide an organization with a competitive advantage and sustainability. Companies will increasingly rely on HR Analytics in the future for strategic HR management and for making informed decisions.

In the advent of the Information Technology (IT) revolution and changes in aspects of human resource management, one of the most important features is to effectively utilize technology. The world has become more sophisticated, dynamic, and uncertain in the era of globalization due to technology. This study explored how Electronic Human Resource Management (e-HRM) practices, particularly e-performance management, have been leveraged to drive sustainable development and enhance organizational performance within Kenya’s telecommunication companies. In an industry marked by rapid digital transformation and growing sustainability demands, the research sought to address a critical question: How can e-performance management tools be aligned with environmental and social impact indicators? Using a qualitative framework, the study investigated how virtual HR platforms reduce resource usage, foster ethical governance, and support inclusive talent development. In that context, the telecommunication sector in Kenya, being the lead internet services provider, has been vastly affected by the global changes in service delivery, forcing the sector to take advantage of the latest web application technology to deliver online real-time HRM solutions. The study used the Technology Acceptance Model (TAM), contingency theory, and organizational culture theories to guide the process. This research study adopted descriptive survey and explanatory approaches to explore the relationship between the variables. A pilot test was done at Equitel. The target population was 10,395 employees of Safaricom and Airtel Telecommunication Companies, Kenya. From this population, a sample of 385 was picked. Since the population was stratified, purposive sampling methods were used. Primary data was collected using electronic questionnaires and a telephone interview schedule. Data was analyzed using both descriptive and inferential statistics. Multiple regression and correlation analysis were used to determine the effect of e-HRM practices on organizational performance. Analyses were then conducted from which important relations and inferences were deduced, and the findings were summarized in tables. The study found out that e-performance management had a greater effect on organization performance at r = 0.823 than on organization performance. The findings suggest that integrating sustainability-focused metrics into e-HRM processes can significantly improve operational agility, employee productivity, and corporate responsibility outcomes in the telecom sector. The paper provided actionable insights for HR strategists, sustainability officers, and executives seeking to harmonize digital HR innovation with the global sustainability agenda. The study recommends that e-performance management should be enhanced in all telecommunication companies to improve organizational performance.

The rapid development of Artificial Intelligence (AI) and Digital Information Systems has significantly influenced organizational management practices in various sectors. This research aims to analyze the role of Artificial Intelligence and Digital Information Systems in enhancing organizational management performance through improvements in operational efficiency, decision-making accuracy, employee productivity, communication effectiveness, and system reliability. The study employed a quantitative descriptive method involving organizational employees, managers, and information system administrators as research subjects. Data were collected through questionnaires, observations, and documentation analysis, then analyzed using descriptive statistical techniques. The findings indicate that the implementation of AI-supported Digital Information Systems improved operational efficiency by 23%, decision-making accuracy by 21%, employee productivity by 22%, communication effectiveness by 22%, and system reliability by 20%. The results demonstrate that AI technologies contribute significantly to automating operational processes, reducing human error, accelerating information processing, and supporting data-driven managerial decisions. In addition, integrated digital systems improved organizational coordination, transparency, and information accessibility. Despite several implementation challenges, such as infrastructure limitations and employee adaptation, organizations that successfully adopted AI technologies experienced measurable improvements in management performance and operational effectiveness. Therefore, Artificial Intelligence and Digital Information Systems can be considered effective technological solutions for supporting organizational competitiveness and sustainability in the digital era.

Employee well-being has become a critical concern for organizations across the globe due to rising job demands, technological advancement, competitive work environments, and changing employment structures. High levels of workplace stress adversely affect employee health, productivity, engagement, and overall organizational performance. In recent years, Artificial Intelligence (AI) has emerged as a transformative tool for managing workplace stress by enabling real-time monitoring, predictive analysis, and personalized interventions. This review paper synthesizes existing research on employee well-being and AI-based stress management systems. It explores conceptual foundations, emerging trends, practical applications, benefits, and ethical challenges associated with AI adoption. By reviewing scholarly literature, the paper identifies key findings and offers recommendations for responsible and effective implementation of AI-driven stress management practices in organizations. Keywords: Employee Well-being, Workplace Stress, Artificial Intelligence, Stress Management Systems, Organizational Performance

The research aims at exploring how the concept of work–life balance affects the productivity of the employees. Work–life balance is an important factor in the success of an organization because workers are expected to balance their professional duties with their personal life in today's rapidly changing work environment. Some of the major factors targeted are working hours, flexible working options, leave policies and management support. Structured questionnaires were used to gather the primary data that were analysed using statistical analysis including correlation, regression and ANOVA among others. The results indicate that there are different effects of work–life balance on employee productivity, but that it is a significant factor. The study demonstrates the need for fostering employee well-being and performance through supportive organizational practices.

The present research study focuses on analysing the impact of work-from-home (WFH) on employee productivity and work-life balance. In recent years, especially after the COVID-19 pandemic, organizations across various sectors have increasingly adopted remote working practices as a flexible working model. This shift has significantly changed the way employees perform their tasks, communicate with colleagues, and manage personal as well as professional responsibilities. The primary objective of this study is to examine whether work-from-home positively or negatively affects employee productivity and to identify the key factors influencing employee performance in a remote working environment. The study also aims to understand the relationship between flexibility, communication, distractions, time management, and work-life balance in the context of remote work. The research is based on primary data collected from 50 respondents through a structured questionnaire using a Likert scale. The study follows a descriptive and analytical research design. Statistical tools such as percentage analysis, tabulation, graphical representation, and correlation analysis have been used to interpret the collected data. The findings of the study indicate that work-from-home offers several benefits such as flexible working hours, reduced commuting time, and improved work-life balance, which positively contribute to employee productivity. However, the study also highlights challenges such as household distractions, communication gaps, lack of proper workspace, and limited interaction with team members that may negatively affect employee performance. The correlation analysis shows a moderate positive relationship between work-from-home and employee productivity. The study concludes that work-from-home can be an effective working model when supported by proper communication systems, organizational support, technological resources, and employee discipline. It further suggests that a balanced hybrid work model can help organizations achieve improved productivity and employee satisfaction.

Purpose This study explores the importance of Self-Esteem in Labour Context (SELC) as a psychological resource influencing employee behaviour and organisational outcomes. It addresses the lack of integrated research on its dimensions and implications for management. Design/methodology/approach A systematic literature review (SLR) of studies published between 1975 and December 2025 was conducted to synthesise existing evidence. To validate and contrast these findings, qualitative interviews with organisational leaders were carried out, providing managerial insights into the role of SELC practices. Findings The SLR identifies key themes linking SELC to job satisfaction, motivation, organisational commitment, turnover intentions, ethical leadership, civic behaviour and organisational culture. Qualitative results reinforce these relationships, highlighting SELC as a driver of employee well-being, productivity and retention. Ethical leadership emerges as a critical factor, and SELC is shown to foster prosocial behaviours and organisational agility, which are essential for management. Originality/value By integrating systematic evidence with managerial perspectives, this research offers a comprehensive understanding of SELC as a lever for organisational success and sustainable human resource management. It provides actionable insights for managers, emphasising empowerment, coaching and cultural interventions that strengthen SELC and support management practices.

This study aims to analyze employee productivity conditions and formulate strategies to improve productivity at Pentol Goreng Izza business. Employee productivity is an important factor in supporting operational efficiency, product quality, and business sustainability. This study employed a qualitative approach with a descriptive research design. Data were collected through observation, interviews, and documentation involving the business owner and employees. The findings indicate that employee productivity has not been optimal due to limited work skills, low utilization of production technology, ineffective incentive systems, and inefficient time management. Strategies that can be implemented to improve productivity include skills training, the use of technology appropriate to business needs, performance-based incentives, a more structured work system, and the application of honesty, responsibility, fairness, and cooperation values in the workplace. The implementation of these strategies is expected to increase employee productivity so that the business can grow efficiently, competitively, and sustainably.

This research is motivated by the importance of the role of leadership in improving employee work productivity in government agencies that have high demands for tasks and responsibilities. This study aims to determine the effect of transformational leadership on work productivity of employees at the National Narcotics Agency (BNN) in West Sumatra Province. The research method used is a quantitative method. The sampling technique uses a total sampling technique with a number of respondents totaling 176 BNN employees in West Sumatra Province. Data collection was conducted through a questionnaire with a Likert scale, and data analysis was performed using simple linear regression with the assistance of the IBM SPSS Statistics program. The results indicate that transformational leadership has a positive and significant effect on employee work productivity, with a regression coefficient of 0.930 and a significance level of &lt;0.05. The coefficient of determination (R²) value of 0.787 indicates that 78.7% of employee work productivity is influenced by transformational leadership, while the remaining 21.3% is influenced by other factors not examined in this study. Based on these findings, it can be concluded that transformational leadership plays an important role in enhancing the work productivity of employees at the National Narcotics Agency in West Sumatra Province.

ABSTRACT Mentoring can have positive impacts in workforce development, employee retention, job commitment, productivity, and satisfaction. But the business press and research literature indicate traditional formal mentoring programs can seem obligatory rather than engaging. Conversely, informal mentoring rarely incorporates structure, goal setting, or evaluation. This article outlines a new intermediary conceptual model for nonformal mentoring that is theoretically grounded in adult and social learning theories, nonformal education, and teaching praxis. It draws upon adult development and motivation theories as well. It emerged from a four-year, multi-phase inquiry informed by practice. This framework can shift the context and structure of existing mentoring programs encouraging flexibility and personalization driven by mentee interests and needs. Cooperative Extension and community development practitioners are recognized as experts in workforce development and adult learning strategies. This positions them to share this framework bridging formal and informal structures, transforming mentoring across business, nonprofit, government, and academic sectors.

The purpose of this study was to determine whether employee productivity affects the job desk. To determine whether the work system affects the job desk through employee productivity as an intervening variable. To determine whether work procedures affect job desks through employee productivity as an intervening variable. The research methodology was carried out using quantitative research with 33 respondents of PT Hear Life Medan employees. From the results of hypothesis testing that has been done, H0 is rejected and Ha is accepted. This shows that the work system, work procedures and job descriptions have a significant influence on employee productivity The effect of the work system on employee productivity can be seen from the coefficient of determination (R2). Based on the calculation results, the R2 value is 0.775. This means that the work system only provides an influence of 75.5% on employee productivity, while the remaining 24.5% is influenced by other factors.

The current financial services industry is witnessing a fundamental challenge marked by sustained disruptive digitalization and the gradual demise of traditional manual control models. This study explains the structural integration of Artificial Intelligence (AI) in Bank Management Systems (BMS), in particular, the “error absorbing” techniques aimed at reducing the “human uncertainty factor”. This study, using the Agile Development approach and Java-JDBC infrastructure, attempts to resolve, within legacy IT systems and centralized hierarchical structures, the primary structural blockers to the deployment of FinTech solutions. The focus has been on developing a means of vertically transforming the approach from a ‘product-oriented’ to an ‘AI-driven, customer-oriented’ approach, using predictive validation to allow a financial institution to improve its reliability and productivity within its workforce. This study looks into the transformed workplace expectations and ways to measure outcomes, while it also critiques the structures of pay and the systems of financial incentives in a high-risk financial market. These components affecting equity and efficiency have a strong influence on productivity, retention and morale of employees.