Abstract: This paper discusses motivations in the productive space. Since motivation is an integral part of both organisational and individual productivity, constraints to productivity must be overcome with incentive that inspire and drive people to action. Cognitive fatigue has become a norm in today’s high-paced productivity-driven economy, and so it must be dealt with, in order to overcome constraints to productivity. In this paper, we discuss the role of productive space, and how motivation creates an ambience of productivity that help deal with cognitive constraints which leads to mental fatigue. A philosophical—rather than a pure cognitive or psychological approach has been undertaken to understand the intricate link between productivity, motivation, and cognitive (mental) fatigue.

Abstract: In the global pharmaceutical industry, human resource strategy not only fulfills compliance and risk control functions but also directly impacts talent retention, organizational efficiency, and innovation capabilities. Drawing on the U.S. practices of a multinational biopharmaceutical enterprise, this study examines the key mechanisms of human resource strategy implementation across borders by integrating HR analytics with Hofstede's cross-cultural model. Research methods included a modular HR analytics pipeline built with Python, integrating structural equation modeling (SEM), machine learning classifiers, a Transformer-based cultural encoder, and a job-person matching engine powered by a neural network and Hungarian algorithm. Workflow orchestration was achieved using Apache Airflow, and deployment was managed via Docker with GPU acceleration. Results indicate that leadership models and career development maps significantly enhance employee engagement (β=0.62, p<0.01), reducing overall turnover by 8% within one year. Differentiated compensation structures and flexible benefit policies significantly enhanced employee satisfaction (β=0.55, p<0.01) while strengthening employer brand competitiveness. This study not only validates the effectiveness of localizing multinational corporations' HR strategies but also provides empirical evidence and a methodological framework for cross-cultural HR governance.

Abstract: High-growth enterprises face challenges such as organizational complexity, insufficient talent pipelines, and opaque promotion processes during expansion. This study examines a leading biotechnology company, applying competency model design, 360-degree assessments, and talent inventory tools to explore a data-driven organizational development model. Based on 1,200 employee assessment records and three years of performance evaluation data, the study employed multiple regression and cluster analysis to validate the impact of competency model alignment with promotion pathways on leadership pipeline retention rates. Results demonstrated a 22% increase in high-potential talent retention over three years, with promotion velocity showing a significant positive correlation (R²=0.47, p<0.01) to competency model alignment. Furthermore, by integrating engagement surveys with competitive incentives, the project achieved over 90% employee participation while saving more than 1 million yuan in budget. This research demonstrates that data-driven OD models can significantly enhance organizational efficiency and provide quantitative references for talent strategies in the biotechnology industry.

Abstract: Quiet quitting—meeting formal role requirements while withholding discretionary effort—has sparked a central debate: is it primarily a manifestation of organizational shortcomings or an individual coping strategy? We test these competing accounts using a dual-path structural equation model on cross-sectional data from 600 employees across multiple sectors in Lebanon. The model exhibited acceptable fit (χ²/df = 2.48; CFI = 0.943; RMSEA = 0.059). Results indicate that intrinsic motivation is the strongest negative predictor of quiet quitting, whereas HRM system gaps are associated with quiet quitting primarily through burnout (partial mediation). Direct effects of HRM gaps are weaker but non-trivial, suggesting that quiet quitting reflects both an individual coping response and a reaction to organizational shortcomings. This study provides the first integrated, head-to-head test of HRM system gaps versus intrinsic motivation, extends evidence beyond over-represented contexts through a multi-sector Lebanese sample, and delineates where managerial interventions—bolstering intrinsic motivation and mitigating burnout through support and voice—are likely to yield the greatest marginal returns.

Abstract: This study examines the evolving dynamics of occupational mobility among professionals in Computer Occupations as automation, large language models (LLMs), and autonomous agents transform the labor market. Drawing on data from ONET, the U.S. Bureau of Labor Statistics, and Indeed job postings, the analysis seeks to identify viable transition pathways toward Management Occupations. The assessment of 274 SOC 15 roles and their related occupations within ONET reveals strong associations with managerial positions, which frequently emerge as adjacent and compatible career alternatives. Building upon these findings, the study introduces a novel methodological framework combining Weighted Frequency with Semantic Clustering and a Graph Neural Network (GNN) model, applied to 1,000 job postings per sector to validate and extend the observed relationships. The results demonstrate substantive alignment between senior technical and managerial roles, underpinned by shared competencies such as communication, analytical reasoning, and problem-solving. These findings underscore management as a plausible and strategically advantageous upskilling pathway for experienced technical professionals navigating the AI-driven occupational landscape.

Abstract: Purpose:This conceptual study examines the relationship between Hofstede's cultural dimensions framework and International Human Resource Management (IHRM) practice effectiveness in multinational enterprises (MNEs), addressing the critical implementation gap between cultural theory and IHRM practice.Design/methodology/approach:A systematic literature synthesis analysed peer-reviewed research across cultural dimensions and IHRM domains, integrating findings from Hofstede's cultural research, IHRM integration models, and cross-cultural organisational behaviour studies to develop theoretical propositions and implementation frameworks.Findings:Power distance and individualism/collectivism dimensions most significantly influence HR practice effectiveness, with performance management emerging as the most culturally sensitive function. Cultural dimensions create systematic expectations for organisational practices, requiring adaptive approaches across recruitment, compensation, training, and employee relations. Knowledge-intensive sectors demonstrate higher cultural adaptation requirements than manufacturing or operational industries.Research limitations/implications:The conceptual nature limits empirical validation. Focus on Hofstede’s framework may not capture all cultural variation aspects, and the analysis reflects potential Westernorganisational bias by treating cultural dimensions as relatively static constructs.Practical implications:A five-phase implementation model spanning cultural assessment, strategic design, pilot implementation, full deployment, and continuous evaluation enables systematic cultural adaptation while maintaining organisational coherence across global operations.Originality/value:This study contributes an integrated framework positioning cultural dimensions as moderating variables between HR practices and organisational outcomes, offering novel implementation guidelines for culturally responsive HR practices and identifying specific adaptation requirements across industries and functional areas.

Abstract: This study examines workforce composition trends across artificial intelligence companies, focusing on the balance between technical and non-technical roles. Using a comprehensive dataset of 19 AI companies across six industry segments, we analyze employment patterns, job function distributions, and growth trends from 2023-2025. Our findings reveal a significant shift toward non-technical roles, particularly in sales, operations, and strategic functions, as AI companies mature. Foundation model leaders are increasingly investing in go-to-market capabilities, while enterprise platforms are reinforcing their sales functions. These patterns suggest that as AI technology matures, complementary organizational capabilities become crucial for commercial success. This research contributes to our understanding of industry life cycles in technology sectors and has implications for workforce development, educational institutions, and management strategy.

Abstract: This paper proposes Organizational Emotional Materiality (OEM) framework that specifies how emotions influence organizational value through three distinct pathways: Emotion-Decision pathway, Emotion-Social capital pathway and Emotion-Market signaling pathway. It integrates Affective Events Theory, Social Exchange Theory, Emotion Regulation Theory and organizational capability perspectives to develop five testable propositions that advance understanding of when, how and why emotions become strategically material for organizations. The OEM framework addresses gaps in organizational behavior literature by providing a systematic theoretical model linking micro-level emotional processes to macro-level organizational outcomes, while specifying boundary conditions and measurement considerations for empirical validation. The theoretical contribution lies in reconceptualizing emotions from peripheral organizational factors to measurable strategic resources that systematically influence competitive advantage through identifiable causal mechanisms. The paper offers evidence-based recommendations for embedding emotional awareness into strategic management while acknowledging the risks of dysfunctional emotional manipulation.

Abstract: A lack of effective strategies to improve work-life balance for remote millennial employees is a concern for healthcare leaders. Without such strategies, organizations may struggle to remain competitive and ensure sustainability. Grounded in Homans’s social exchange theory, this qualitative pragmatic inquiry identified and explored the effective strategies healthcare leaders use to improve work-life balance for remote millennial employees to increase productivity. Participants were six leaders of healthcare organizations located in the southeastern United States with at least 2 years of leadership experience managing remote employees. Data were collected through semistructured interviews and analyzed using Braun and Clarke’s six-step thematic analysis. Four key themes were revealed: (a) empowering flexibility through remote and hybrid work models, (b) building a culture of psychological safety and support, (c) investing in employee wellness and digital health tools, and (d) measuring strategy effectiveness through feedback and performance metrics. Key recommendations include adopting hybrid work policies with structured expectations, embedding psychological safety training into leadership development, expanding access to digital wellness resources, and implementing transparent feedback loops to monitor strategy effectiveness. The implications for positive social change include the potential for healthcare leaders to create healthier remote work environments, promote well-being, and enhance the quality of services delivered to the community through a more productive workforce.

Abstract: This study examines the strategic recalibration of human resources leadership across major industry sectors, revealing distinctive patterns of expansion and contraction in senior HR roles. Using data collected from 200 U.S.-based organizations through the GrauntX talent analytics platform, we identify a pronounced divergence in HR leadership investment strategies. Traditional sectors undergoing complex business transformations (banking, healthcare, manufacturing, and professional services) are substantially increasing their HR leadership capabilities, while technology, consumer goods, government, and entertainment sectors are systematically reducing HR leadership positions. Our analysis indicates that these patterns reflect fundamental strategic decisions rather than simple headcount adjustments. Organizations expanding HR leadership typically face complex transformation challenges requiring sophisticated people strategies, while those reducing HR leadership often prioritize operational efficiency, leverage technology, or consolidate administrative functions. These findings contribute to the strategic human resource management literature by demonstrating how organizations calibrate HR leadership capabilities based on their specific business context, transformation needs, and organizational maturity, rather than treating HR as a fixed administrative function. The study offers implications for both theory and practice in understanding the evolving strategic role of HR leadership in organizational effectiveness.

Abstract: As a newly established instrument of EU Cohesion Policy, the Just Transition Fund (JTF) aims to support regions most affected by the transition to climate neutrality. This study examines Baranya County in Hungary, where eligibility was primarily driven by the cement industry. The research investigates the economic and labor market impacts of recent regulatory changes—specifically supplementary mining royalties and CO₂ tax—on stakeholders in the cement and lime sectors. Using survey data from affected production units and industry trend analysis, the findings reveal substantial financial losses among local enterprises, prompting operational restructuring and reduced output. This decline in domestic cement and lime production is expected to cause job losses and the emigration of skilled labor, especially engineers. The anticipated reduction in national production capacity may lead to increased reliance on imports, driving up construction costs. Additionally, financial pressures on domestic producers threaten their competitiveness, potentially resulting in temporary plant closures. These closures are likely to affect the wider regional supply chain, forcing SMEs to downsize or suspend operations. In conclusion, the study highlights a convergence of economic risks, including brain drain and industrial contraction, that undermine the goals of the Just Transition and require targeted policy responses.

Abstract: This paper presents a review and propose framework for training older financial services employees (age 45+) in Generative AI applications. As banks rapidly adopt AI tools, our research identifies specific barriers facing older workers including technological anxiety, interface complexity, and knowledge retention challenges. We conclude that older workers require approximately 30-40% more training time than younger colleagues but achieve comparable proficiency with appropriate support. Key success factors include: (1) peer mentoring systems pairing tech-savvy junior employees with senior staff, (2) simplified interfaces removing unnecessary technical options, and (3) job-specific practice scenarios rather than abstract exercises. This paper further explores the critical need for training older adults in Generative AI (GenAI). While GenAI offers transformative potential across various sectors, ensuring equitable access and its adoption requires addressing the specific challenges faced by older populations. These challenges include digital literacy gaps, concerns about data privacy and security, and the need for user-friendly interfaces especially for older population who might be largely non-technical. The paper examines recent literature and key considerations for developing effective GenAI training programs for older adults, emphasizing the importance of foundational digital skills, accessible language, personalized learning, and ongoing support. Additionally, this study highlights the digital divide faced by older adults, emphasizing the need for structured AI training programs. Furthermore, it analyzes future projections of GenAI's impact, highlighting the necessity of upskilling and reskilling the workforce, including older individuals, to bridge the emerging GenAI skills gap. The paper categorizes and quantifies the types of sources used to support its claims, providing a comprehensive overview of the current state of research and expert opinion on this topic with tables, graphics and charts. By addressing the unique needs of older learners and preparing for the future of GenAI, we can foster digital inclusion and empower all members of society to benefit from this transformative technology. This paper also examines the impact of Generative AI (GenAI) and Agentic AI on the financial services sector, with a specific focus on workforce training and upskilling. Key findings from litreature indicate that by 2027, 80\% of the engineering workforce will require AI-related upskilling (Gartner) and AI-driven automation can reduce manual data tasks by up to 80% (West Monroe). For example, in banking, AI adoption has led to tangible productivity gains, such as Capitec Bank employees saving over one hour per week using AI tools (as suggested by recent reports). The paper categorizes and quantifies recent AI adoption trends, workforce transformation data, and financial efficiency metrics to provide a comprehensive condensed overview of the evolving AI landscape in financial services based on recent reports.

Abstract: In this paper, we have examined the role of motivation, ambition, and inspiration in shaping human productivity. Some people have a passion for action and want to become productive, but fail to do so because they feel demotivated. Motivation is a surge characterised by subjective emotional states that arouse positive feelings and productive instincts. Humanity has repeatedly observed the effects of motivation on human beings, and how motivation coupled with ambitions have shaped the nature of human productivity. These two factors are among the prime determinants of productivity enhancements—the endogenous factors, to say so. Productivity has economic significances and is the foundational basis of the theory of firm. In this paper, we discuss about how motivational states can augment and enhance human efficiency, and shape productivity.

Abstract: This mixed-methods study examines how organizations develop AI-first HR functions by fundamentally reimagining people operations rather than merely adopting new technologies. Drawing on survey data from 152 HR leaders, 24 in-depth interviews, and longitudinal case studies of 8 organizations during 2022-2024, the research identifies three foundational pillars of successful AI-HR integration: augmented capabilities, data-driven culture, and ethical governance. Organizations implementing AI-first approaches demonstrate significant improvements in talent acquisition efficiency (38%), performance management effectiveness (27%), and learning personalization (41%). However, implementation success is hindered by data quality issues (74% of organizations), capability gaps (68%), and employee resistance (61%). Statistical analysis reveals that organizations emphasizing augmentation over automation achieve significantly higher implementation success rates (p < .01), with change management effectiveness emerging as the strongest predictor of successful adoption (β = .42, R² = .53). The resulting evidence-based implementation framework provides practical guidance for organizations navigating this complex transformation, highlighting the critical importance of strategic alignment, process redesign, data architecture, capability development, change management, and ethical governance in realizing the potential of AI-HR integration.

Abstract: To understand the foundations of productive potential, it would be necessary to examine the utilisation of human noetic (intellectual) power to help unleash the latent productive potential inherent within. This intellectual power is the driving force which need be triggered as it is the characteristic ability of the mind—the potentialities within us that can make a difference. The noetic power potential can be whetted by various means which act as triggers. The effect being that, human beings become more productive, and which is a necessity in today’s context to match the productive power of artificial intelligent agents—that are continuously redefining productivity. These AI-based tools can, however, be used to augment our productivity levels, to make us become more efficient, intelligent, and smarter. But we cannot ignore the power of our own innate natural intelligence, which has many things to offer beyond boosting productivity. This paper is the result of such an inquiry.

Abstract: Two fundamentally new approach is presented to the ongoing and heated debate around the predatory division of the open access science publishing. 1. The somewhat relaxed peer-review practices of some Open-Access / Predatory [OA/P] journals have an important, not widely recognized function: it makes possible to disclose novel scientific insights which are automatically censored by the paradigm-oriented or politically manipulated Scholarly / Academic (S/A) publishers. They can be the contemporary “Samizdat” [1] alternative for some original and daring scientists. 2. Much of the critic against OA/P journals is failing even if they are well founded. It can be changed by publicly recognizing each Editorial Board member of every predatory journal as Predatory Editors, i.e. accomplices [2] in the fraudulent, deceptive publishing practices.

Abstract: This study explores the reciprocal relationship between Leader Dark Triad (LDT) and Employee Dark Triad (EDT) traits in higher education institutions (HEIs). While toxic leadership—defined by Machiavellianism, narcissism, and psychopathy—is typically viewed as a top-down influence, this study challenges that assumption by examining how these traits are both projected by leaders and reflected or reinforced by employees. Using a mixed-methods approach, this study surveyed 100 HEI employees using expanded 24-item dark trait scales and conducted thematic interviews with selected participants. Quantitative analysis revealed a statistically significant and moderately strong positive correlation (ρ = 0.607, p < 0.001) between Leader and Employee Dark Triad traits. Ordinal logistic regression further confirmed that Leader Dark Triad scores significantly predict Employee traits, with a model fit indicating over 99% of the variance explained. These findings support the hypothesis that dark traits are mutually reinforced across hierarchical boundaries. Qualitative findings further demonstrated how dark behaviours are internalised through toxic role modelling, shadow projection, and defensive imitation. Employees often rationalised unethical actions by referencing similar conduct from their leaders, suggesting a contagion effect not only of behaviour but of organisational norms. This study incorporates feedback loops into the Toxic Triangle framework and draws on Jung’s Shadow Theory and Social Learning Theory to explain how ethical erosion becomes institutionalised over time. This study concludes that dark leadership fosters dark followership, and together they create an ethical drift that threatens institutional integrity. Overall, the results of this study call for leadership profiling, cultural audits, and systemic reform to disrupt this dynamic and promote psychological safety and moral accountability in academic institutions.

Abstract: The main research objective of the study is to examine the mediating role of Green Human Capital (GHC) in the relationship between Green Human Resource Management (GHRM) practices and Green Employee Behavior (GEB). This research employed a quantitative approach, collecting 171 valid samples from rank-and-file employees working in selected food service companies in Iligan City, Philippines. The researchers used Partial Least Squares Structural Equation Modeling (PLS-SEM), as it is a viable alternative that is more suitable for predictive models and when data or sample size challenges exist. The research findings revealed that the total effect of GHRM practices on GEB, mediated by GHC, is significant. The direct effect of GHRM practices on GEB is not significant. Importantly, the indirect effect of GHRM practices on GEB through GHC is substantial. These research results indicate that GHC fully mediates the relationship between the variables. This research provides robust practical insights, suggesting that GHRM practices primarily shape employee behavior through the development of the GHC. This implies that building employees’ environmental knowledge, skills, and attitudes should be a core component of human resource strategies aimed at promoting organizational and environmental sustainability.

Abstract: This research article examines the imminent transformation of business and labor structures driven by artificial intelligence, critically analyzing adoption timelines and organizational impacts. Drawing on both primary survey data from 127 organizations and secondary research from institutional reports, the study quantifies workforce disruption projections while interrogating their methodological limitations. Through mixed-methods analysis combining quantitative industry data with qualitative case studies, the research presents an evidence-based three-dimensional strategic framework for organizational response: comprehensive upskilling that fosters behavioral change rather than mere tool adoption; an all-organization approach enabling distributed innovation; and strategic integration aligning systems and structures across departments. The study acknowledges significant implementation barriers including regulatory uncertainty, organizational resistance, and ethical considerations. It concludes that organizational adaptation capacity—not merely technological investment—will determine which organizations successfully navigate this period of transformation, while recognizing that adoption timelines may vary significantly across geographic and industry contexts.

Abstract: The emergence of sustainable team dynamics concept reflects a critical evolution in organizational theory, aligning the foundations of effective teamwork with imperatives of sustainability. This paper proposes an integrative conceptual framework of Sustainable Team Dynamics (STD) that brings together constructs from organizational behavior, team science, and positive psychology. Grounded in Social Exchange Theory, IMOI (Input–Mediator–Output–Input) model and psychological safety models, the framework posits that factors such as organizational culture, team composition, task characteristics, and social capital shape psychological safety and resilience, which in turn influence team performance and long-term sustainability. To strengthen the theoretical model, a survey of 448 team members was conducted using a structured 24-item Likert questionnaire mapped to eight latent constructs. Descriptive statistics confirmed high internal agreement on team functioning, and correlation analyses supported the model’s directional expectations. Organizational culture, psychological safety and resilience emerged as key predictors of performance, retention and sustainability. These results strengthen the empirical credibility of the STD framework and reinforce its potential for guiding leadership development and sustainable team-building strategies. The paper concludes with implications for leadership development and sustainable HR practices, directions for further validation and practical implementation.