Career maximizing is the extent to which a person desires to make career decisions in pursuit of maximizing goals. It is now receiving widespread academic and research interest from various quarters. Since a career is a process wherein individuals narrow down their life choices, to create and find their self, it is of paramount importance. Employee engagement is an affective cognitive state at workplace, which is persistent and pervasive in nature. It is capable of enhancing employee empowerment, and reducing workplace deviance and turnover intentions. The study identified the relationship between career maximization and employee engagement. It was found that the two variables were having significant positive relationship. No significant difference was found in the gender wise analysis of the two constructs. The study has brought out significant addition to management literature as no earlier studies have been done to identify the relationships.

The aim of this research is to examine the effect of human resource management (HRM) practices on employee engagement, and the moderating roles of gender and marital status. The survey was conducted with a total of 457 frontline employees who are working in the Vi-etnamese banking industry. Partial least squares structural equation modeling (PLS-SEM) was estimated using the SmartPLS 3.0 program to examine the hypotheses. The results indicated that HRM practices and its four key dimensions (Training; Reward and recognition, Employee engagement, and Information sharing) positively impacted employee engagement. Moreover, this study provided an empirical evidence about the moderating roles of gender and marital status. It implied that male frontlines employees heightened the positive relationship between HRM practices and employee engagement, but this positive relationship was weakened by married employees. The finding also suggested that bank managers should develop a suitable HRM practices to reinforce employee engagement.

Employee engagement is one of the most important issues in human resource management in order to ameliorate the turnover intention in organizations. Employers often face different challenges of finding ways to increase the interaction with their employees in order to have good labor force. This paper investigates the effects of different factors on employment engagement in Vietnam industries. The results indicate that work-life balance and work stress positively impact on employee engagement. However, our results do not confirm that working condition could positively impact on employee engagement nor did we find any evidence to believe that relationship with supervisor could positively impact on employee engagement. In terms of mediation effect, work-life balance, in this survey, mediates the relationship between working condition and employee engagement. Also, work-life balance mediates the relationship between the relationship with supervisor and employee engagement. Moreover, work stress mediates the relationship between working condition and employee engagement. Finally, work stress mediates the relationship between relationship with supervisor and employee engagement.

The aim of this research is to analyze leadership style, work-life balance, and employee engagement on the ship crew’s work effectiveness of 290 ship crews. The study is performed using a sample technique through Proportionate Stratified Random Sampling taken from the population of 1050 ship crew of passengers of vessel at Port of Tanjung Priok, Jakarta, Indonesia. The study uses quantitative approach with Structural Equation Modeling, with the help of the Lisrel program. The result of this study shows that leadership style, work-life balance and employee engagement directly and positively influence the work effectiveness. The benefit for Indonesia National Shipping is that through the improvement of leadership style of the officers, work-life bal-ance, and employee engagement, the Indonesia National Shipping may improve the work effectiveness of eve-ry ship crew. The findings provide a model for employee engagement and work effectiveness of national shipping ship crew. The output of this study states that every change in the quality of ship officer’s leadership style, quality of work-life balance and employee engagement directly and positively influenced the ship crew’s work effectiveness of Indonesia National Shipping.

Most previous studies of employee engagement and performance have been rooted in either Social Cognitive Career Theory (SCCT) or the Social Exchange Theory (SET), giving often inconclusive outcomes. In fact, there are only a few researchers in social science focusing on the level of high po-tential employee’s engagement towards individual work performance through human resource management practices. The purpose of this study is to investigate the relationship between employee engagement and individual work performance with mediation role of human resource management (HRM) practices for selected manufacturing organizations in Malaysia. Two hundred and fifty-two usable questionnaires are collected to empirically test the hypotheses using IBM SPSS software and Smart Partial Least Square (SmartPLS) version 3. The results suggest that high potential employee engagement positively and significantly influence on individuals’ work performance. Additionally, human resource management practices play significant role in mediating the relationship between employee engagement and individual work performance among high potential employees. There-fore, these results should provide insight towards managing high potential employees, especially in the manufacturing sector.

Organizations are increasingly acknowledging the vital impact of talent management on boosting their performance. Effective talent management within the central bank is crucial, as it plays an indispensable role in maintaining economic stability and advancing the nation’s financial well-being. The study aims to examine the role of talent management, transformational leadership, organizational climate, employee engagement, employee performance, and organizational commitment in increasing the central bank’s performance. The study uses a quantitative approach by collecting data from 600 sample employees of Bank Indonesia in 30 divisions of departments at the head office, 45 domestic representative offices, and 5 foreign representative offices. The data was analyzed using Structural Equation Modelling-LISREL. The finding shows that transformational leadership has a positive impact on talent management. Talent management has a positive impact on organizational climate, employee engagement, and organizational commitment. Organizational climate has a positive impact on employee engagement. Employee engagement has a positive impact on organizational commitment. Organizational climate, employee engagement, and organizational commitment have a positive impact on employee performance, while talent management does not have a positive impact on employee performance. Employee performance, organizational commitment, and talent management have a positive impact on organizational performance. The study offers valuable insights into talent management practices within central banks. It serves as a guide for central bank management and human capital professionals in formulating policies to enhance performance amidst disruptive times. Additionally, educators can leverage these findings to develop curricula that align more closely with industry demands and produce competent graduates ready to excel on the global stage.

This study examined the relationship between employee engagement, organizational performance, and electronic human resource management (e-HRM) in small- and medium-sized Saudi firms. In total, 180 participants were randomly selected using convenience sampling. SEM-PLS, or structural equation model-partial least squares, was used to analyze the data. The findings of this study show no statistically significant correlation between organizational success and e-HRM. E-HRM and employee engagement, as well as employee engagement and organizational performance, have a strong beneficial association. The implications of the results highlight the need to establish good E-HRM practices to increase employee engagement and boost organizational performance.

Employee productivity is one of the important management topics that received significant research attentions from several scholars and considered as a primary mechanism to enhance organizational success. Knowing what are the key factors that influence productivity is vital to ensure long term performance. This study examines the effect of work engagement on employee productivity in higher education sector. To accomplish this purpose, the primary data using survey instrument were collected from a sample of 242 employees at public universities in northern Malaysia using an online survey method. The collected data was analyzed using SPSS and Structural equation modelling on AMOS. The results indicated that work engagement had significant positive effect on employee productivity. Moreover, this study provides an evidence that all of the dimensions of work engagement namely vigor, dedication, and absorption have significant positive effects on employee productivity.

In facing business competition in the manufacturing industry, it continues to adapt. Demands start from employees who are expected to continue to grow and leaders who are also changing. This is aimed at staying in business and also retaining the best employees by planning some changes in how to train and assign employees electronically as well as changing leadership styles to adapt to today's digital era. This study aims to determine the influence of E-learning, e-task and leadership style in the manufacturing industry in Indonesia. The data collection method in this study uses a questionnaire with 130 respondents. in this study using four variables, namely thirteen dimensions and twenty-six indicators. The analytical method used is descriptive analysis, and the test instrument uses SEM AMOS. The results showed that e-learning organization and e-task as well as leadership style had a significant and significant effect on Employee Engagement. the most factor great influence is the leadership style; This means that employees expect to get a new style in accordance with this digital era since there has been a change in the concept of employee engagement, where employees will feel they do not have a sense of engagement with the company if the attitude of the leader who is not sensitive to all aspects of changes in the effects of the digital era is caused by changes in employee behavior in this era where information is very easy to obtain for employees to know the conditions anywhere else that offers an advantage. compared to where they work now.

The industrial era 4.0 requires companies to radically conduct changes related to technology. This is so that the company can follow the market's everchanging appetite and is essential to maintaining the company's sustainability. The digital transformation that occurs is fundamental, changing existing procedures and arrangements and creating a new business ecosystem. In carrying out a company transformation, it requires full support and commitment from workers. And the process needs to be conducted by competent leaders, in line with the spirit of change. In this study, the relationship between transformational leadership climate and employee engagement was measured. The research was conducted on banking service companies that have made radical changes related to technology for 2 years. The results showed that the climate created by leaders who adopt transformational leadership styles has a positive and significant effect on employee engagement. This research is a preliminary study, and has limitations, including the number of samples and types of companies studied.