This study examines the relationships among work environment, transformational leadership, and work motivation among full-time trade union officials in Ho Chi Minh City, while also testing the moderating role of transformational leadership in the relationship between work environment and work motivation. Drawing on Social Exchange Theory, Transformational Leadership Theory, and the Job Demands–Resources model, the study develops and tests a model comprising three relationships: the effect of work environment on work motivation, the direct effect of transformational leadership on work motivation, and the interaction effect between work environment and transformational leadership. Data were collected through a survey of 350 full-time trade union officials affiliated with the Ho Chi Minh City Federation of Labor and analyzed using structural equation modeling. The results show that the work environment has a positive effect on work motivation (β = 0.35; p < 0.001), while transformational leadership also has a positive and statistically significant effect on work motivation (β = 0.29; p < 0.001). Notably, the interaction between work environment and transformational leadership is statistically significant (β = 0.15; p = 0.003), indicating that transformational leadership strengthens the positive effect of the work environment on work motivation. The findings highlight that enhancing the motivation of trade union officials depends not only on improving the work environment but also on developing transformational leadership capabilities that enable organizational resources to be used more effectively. The study adds empirical evidence on the role of transformational leadership in linking work-environment resources to employee motivation within trade union organizations in an emerging economy.

The COVID-19 pandemic has accelerated the shift to hybrid working, especially in ASEAN's service sector. This transition requires high readiness for change to maintain performance. Hybrid working offers flexibility and improved work-life balance but also presents challenges like miscommunication and inequality. Successful implementation depends on organizational adaptability, employee readiness, and technological support. This study aims to analyze the influence of hybrid working through readiness for change on sustainable performance management in the service sector in ASEAN. This study uses a quantitative path analysis approach A sample of 385 respondents was analyzed via SmartPLS, with a focus on understanding these dynamics in the ASEAN service sector. Hybrid working models significantly impact sustainable performance management in ASEAN's service sector by enhancing flexibility, operational resilience, and employee satisfaction. These models allow organizations to adapt to changing conditions and improve job satisfaction, which fosters a proactive approach to change. This, in turn, supports sustainable performance by creating adaptable and resilient structures. Empirical evidence shows that hybrid working leads to higher engagement and better performance metrics, underscoring its effectiveness in managing performance sustainably in a dynamic business environment. Hybrid working models enhance readiness for change by boosting organizational agility, employee engagement, psychological safety, and continuous learning. These factors collectively prepare employees and organizations to adapt effectively to new strategies and technologies. In the ASEAN service sector, hybrid working is linked to higher readiness for change, supporting sustainable performance management and long-term resilience. Readiness for change is crucial for sustainable performance management in ASEAN’s service sector. It drives continuous improvement, fosters a proactive culture, and enhances adaptability to external pressures. High readiness for change correlates with better performance, as organizations effectively manage and leverage change for long-term success.

This paper aims to study the relationship between human resource management practices (including work itself, training and development, supervisor support, co-workers ‘relation, salary, and working environment) and job satisfaction among employees in Japanese agri-businesses in Vietnam. The structured questionnaires were distributed to 200 employees to collect the primary data out of which 179 useable were returned to test the research hypotheses. Results shows that the work itself, training and development, co-workers’ relation, salary and working environment had positive effects on employees’ job satisfaction. However, there were no relationship found between supervisor support with job satisfaction. Finally, based on the results of qualitative and quantitative evidence as well of the comprehensive interview, some suggestions were given to human resource management practices in Japanese agricultural companies to achieve high level of job satisfaction.

This research aimed to investigate the effect of leader-member exchange and employee motivation on organizational commitment, and the effect of organizational commitment on job performance. The research also examines the moderating effect of generation on the relationship between organizational commitment and job performance. The population of this research is the employees working in private organizations in Thailand. Data collection was performed using a convenient random method. 400 usable questionnaires were used for statistical analysis. The author analyzed Descriptive statistics by SPSS program version 25 while the SmartPLS 3.3.0 program was used to test the research hypotheses in Partial Least Square-Structural Equations Model (PLS-SEM). The finding revealed that leader-member exchange positively affected organizational commitment but employee motivation had no significant effect on organizational commitment. It also found that leader-member exchange had a positive effect on employee motivation. Another key point was organizational commitment significantly influenced on job performance. In addition, the study found the moderating effect of Generation on the relationship between commitment and job performance.

Changes in post-pandemic work patterns have encouraged organizations to adopt remote work systems, thus demanding adjustments in human resource management. This study aims to analyze the effect of human resource planning and digital technology's availability on human resource management's effectiveness, with Work from Home (WFH) strategy as a mediating variable. This research uses an associative quantitative approach. Primary data was collected through online questionnaires distributed to permanent employees from various companies in Indonesia that have officially implemented the WFH work system. The sampling technique used was purposive sampling, with 200 respondents. Data analysis was conducted using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method with the help of SmartPLS version 4 software. The results showed that HR planning and the availability of digital technology positively affect the effectiveness of HR management. They also influence the formation of an effective WFH strategy, which is shown to partially mediate the relationship between the two independent variables and HRM effectiveness. The implication of this study confirms the importance of integration between HR planning, digital technology readiness, and flexible work strategy design to improve organizational performance in the digital work era.

The objective of this study is to examine the role of HRM and supply chain to promote business performance (BP) sustainability in Thai textile firms. Meditating role of employee skills and raw material is examined. Therefore, the relationship between HRM, supply chain, employee skills, raw material and BP sustainability was examined. Population of the study is textile firms of Thailand. Employees of these textile firms were selected as respondents. 300 questionnaires were distributed among the textile firms of Thailand. Results of the study shows the positive role of HRM in BP sustainability. Better practices of HRM have the ability to promote BP sustainability. HRM has a positive role in employee skills development which further enhances BP sustainability. Moreover, supply chains in textile firms also play a major role to promote BP sustainability. Better supply chain increases the availability of raw material which causes BP sustainability.

The goal of this research is to investigate the relationship between human resource management and tourism supply chain management, as well as the effects of human resource and tourism supply chain on customer satisfaction and operation performance. The research was carried out in Vietnam at several tourist destinations. The study found 297 viable samples after screening the sample. A Partial Least Squares (PLS) algorithm was used to process the data. The study's findings revealed a link between human resources and supply chain management in the tourism business. Furthermore, the study discovered that human resource management uncertainty had an impact on organizational performance.

Human resource management (HRM) was first developed as a corporate business strategy that aimed to retain employees in the workplace and to develop personnel who generated results and whose capabilities could be effectively utilized. In recent years, human resource perspectives have been emphasized in personnel management by hospital nursing organizations. This study examined effective HRM strategies for creating an attractive nursing practice environment from the perspec-tive of “magnetism.” A questionnaire (“32 Items Regarding Effective Human Resource Management Policies”) was developed. The Practice Environment Scale of the Nursing Work Index was employed to assess the type of environment in which nurses wished to continue working, and factors contributing to a desirable nursing practice environment were defined as “magnetic.” Analysis of data obtained from nursing managers (n=305) yielded five factors that were effective HRM policies for hospital nursing organizations. It was also shown that the nursing practice environment was made more attractive by incorporating more of these policy elements. The following six strategies were identified: (1) enhancement of personal career development and organizational develop-ment; (2) goal management and personnel evaluations to assure the quality of patient care and pro-mote team collaboration; (3) flexible hiring and transfer policies based on business execution; (4) promoting outside interactions to make the organization an open system; (5) ensuring support for career development; and (6) supporting a safe and healthy nursing practice environment by enhancement of manpower.

This study aims to confirm the information sharing behavior using social media scale and to vali-date every item and make it reliable as an inventory by using Exploratory Factor Analysis (EFA). The researcher adapted the measuring instruments for every latent construct from the literature and customized the items to suit this particular study. The study sent the revised questionnaire to 262 respondents in order to gather the pilot study data and able to get 163 filled ones as final data. The set of questionnaires consists of 66 items that assess the 6 constructs. Data is analyzed using SPSS AMOS Version 21.0. The results show that every construct achieved its Bartletts’ Test of Spherici-ty 6.0 with the re-sult of Information Sharing Behavior .000 and .871; Intention .000 and .782; Belief Expectancy .000 and .911; Attitude Influence .000 and .925; Readiness For Change .000 and .959; and Self-Efficacy .000 and .902. The entire item of the construct has exceeded the minimum limit of 0.7 reli-ability of Alpha Cronbach value to achieve the Internal Reliability. The new integrate model has been proposed due to this finding.

Human resources that are of high quality create a competitive advantage for companies, thus Human Resource Management (HRM) and High-Performance Work Systems (HPWS) that are good become key success factors that need to be considered by every company. This study aims to investigate the influence of Human Resource Management (HRM) and High-Performance Work Systems (HPWS) on Information Technology (IT) Performance and Competitive Advantage of a company. The method used in this study is a quantitative approach with a questionnaire as the data collection method. The research sample consisted of 191 supervisors, managers, and executives of manufacturing companies located in Medan, Indonesia. Data analysis was conducted using SmartPLS 4.0 software. The results showed that Human Resource Management significantly affects IT Performance but does not directly affect Competitive Advantage. Meanwhile, HPWS Capability does not affect IT Performance but significantly affects Competitive Advantage. IT Performance significantly affects Competitive Advantage. IT Performance also mediates the relationship between Human Resource Management and Competitive Advantage. However, it is not significant in mediating the relationship between HPWS Capability and Competitive Advantage. These findings underscore that Human Resource Management (HRM) and High-Performance Work Systems (HPWS) play pivotal roles in shaping Information Technology (IT) performance and competitive advantage within companies, thus impacting the overall success and sustainability of companies.