This study aims to define a conceptual framework for employee sustainable motivation in order to identify determinants of this phenomenon for private enterprises in Saudi Arabia. The subject seems to be critical for these enterprises currently due to the crisis caused by COVID-19. The study presents a quantitative exploratory approach to this composite concept, which aims to facilitate understanding and provide a practical tool for managers. The study reveals three possibilities for combining sustainability and motivation. Determinants of employee sustainable motivation are similar to those related to the “traditional” approach to motivation, but there are different in terms of composition and objectives. In addition to this, the intercorrelation between different factors is important to maximize employee sustainable motivation.

Digital transformation has become fundamental to improving the competitiveness of microenterprises worldwide, and Huancayo, Peru is no exception. By adopting digital technologies, microenterprises can improve their operational efficiency, expand their market reach and enhance their abilities to make informed decisions. They have therefore found innovative ways to adapt to changing market conditions, such as incorporating information technologies, online sales, use of social networks and home delivery. Despite this, many microenterprises struggle to survive due to lack of access to financing and adequate government support. This study aimed to analyze how individual, group and organizational factors influence the digital transformation of microenterprises and its impact on their competitiveness. The research was carried out in a sample of 80 multi-sector microenterprises, using a non-probabilistic and cross-sectional research design of a quali-quantitative and explanatory nature, using SEM-PLS. The results of the study indicate a positive relationship between individual, group and organizational factors and digital transformation, as well as with the competitiveness of microenterprises. The coefficients of determination (R2) obtained were 0.8897 and 0.7931 for digital transformation and competitiveness, respectively, indicating a predictive ability in both cases. These findings are of great use to policy makers, business owners and researchers interested in fostering the growth and development of microenterprises in emerging economies.

This paper presents an empirical investigation to study the effects of different factors influencing empowering employees in banking industry. The proposed study designs a questionnaire in Likert scale, which contains three components of individual, job related and organizational related factors. Cronbach alpha is calculated as 0.88, which is well above the minimum acceptable level of 0.7. Using stepwise regression analysis, the study has detected a positive and meaningful relationship between employee performance and three individual, job related and organizational issues. In addition, the implementation of Freedman test indicates that organizational based factors were number one priority on employee performance followed by job related factors and individual factors.

This paper presents a survey on the effects of organizational and individual factors causing conflict on employee performance of national Iranian drilling company & apos; s logistics management. It has been of descriptive type and carried out by using the random sampling method. The statistical population included all the employees of logistics management. Invariable t-test was used in this research for data analysis. The results showed that the average factors such as education, age, personal ethics, scarcity of resources, work dependence, organizational structure and organizational culture were significantly higher than the average value (3) and the average factors such as personality, evaluation structure and reward were significantly lower than the average value (3). According to the results of this survey, feeling dependence was number one priority for creating conflict followed by personal ethics, education, resources, organizational culture, age, organizational structure, evaluation and individual personality was the last item.