Job satisfaction and digital talent are topics of growing interest in the context of digital transformation. Digitalization is changing the way organizations operate and how employees perceive their work. The state and its administrative staff is no exception, as these capabilities are essential to perform operational tasks that underpin the public institution's documentary processes. This study investigates the influence of digital talent (independent variable) on job satisfaction (dependent variable), employing structural equation modeling (SEM) using WarpPLS software. Digital Talent is broken down into three sub-variables: Digital Competencies of Employees (DCE), Capacity for Digital Innovation and Creativity (CIDC) and Adaptability and Continuous Learning (ACL), while Job Satisfaction is measured through two sub-variables: Work Environment (WE) and Professional Development Opportunities (PDO). The analyses revealed that Capacity for Innovation and Digital Creativity (CIDC) has a significant impact on Work Environment, with a path coefficient (β) of 0.13 (p = 0.01). Similarly, adaptability and continuous learning (ACL) positively influence the work environment, with a path coefficient (β) of 0.10 (p = 0.04). In addition, a strong relationship was found between professional development opportunities (PDO) and work environment, with a path coefficient (β) of 0.68 (p < 0.001). For the relationship between digital competencies (DCE) and career development opportunities, the path coefficient was 0.10 (p = 0.04). Digital talent is a key predictor of job satisfaction in administrative staff. The results suggest that investing in the development of digital capabilities, especially innovation and creativity, as well as adaptability, is essential to improve the work environment and career development opportunities.

The main problem in this research, among others, was the lack of attention given by the company management to the seafarers' demands concerning health, social aspects, work stress, work environment, work facilities, and working hours that increased seafarers' pressure. The aim of this research was to analyze the influence of job satisfaction and work stress on shipping safety with seafarer performance as the intervening variable. The research was carried out in Balai Pendidikan dan Pelatihan Ilmu Pelayaran (Center for Maritime Education and Training) Tangerang with the samples of 93 seafarers working in several shipping companies. Data was processed using Path analysis. The result of this research showed that job satisfaction and work stress directly influenced seafarer performance. Meanwhile, job satisfaction and work stress had an indirect influence on shipping safety through seafarer performance, and seafarer performance had a direct influence on shipping safety. The result of Path analysis showed that work stress rather than job satisfaction had a bigger influence on seafarer performance, and seafarer performance had the biggest direct influence on shipping safety.

This study aims to examine the influence of organizational culture on employee performance mediated by job satisfaction and work motivation. This research is a quantitative research with a case study at the SME PT PMS Company in Surabaya, Indonesia by distributing questionnaires to 50 employees. The data were processed using Structural Equation Modeling with the Smart PLS 3 programs. The results showed that in fact the respondents thought that organizational culture and work motivation had no direct significant effect on employee performance, and work motivation could not mediate organizational culture on employee performance. Organizational culture has a significant direct effect on job satisfaction and work motivation and job satisfaction has a significant direct effect on employee performance. Likewise, job satisfaction can mediate organizational culture on employee performance where all relationships lead in a positive direction. There has been no research that examines the relationship model of those 4 variables which is intended to determine the wider relationship between these variables and this study provides an overview of employee behavior in SME companies and is useful as input in determining strategies, especially for companies to improve their performance.

The present study aimed to examine the direct impact of transformational leadership dimensions on employee strategic renewal behaviour and venture behaviour, and through a mediating role of job satisfaction and employee commitment to organizational change. The study sample consisted of 464 employees in different firm types in Ho Chi Minh city of Vietnam. The data is analysed using a structural equation model (SEM). The paper shows that dimensions of transformational leadership (namely intellectual stimulation, inspirational motivation, and individual consideration) have positive and significant influence employee strategic renewal behaviour and venture behaviour directly, and via job satisfaction and commitment to organizational change (affective commitment and normative commitment) as a moderating mechanism.

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.

Contemporary businesses usually pay considerable attention to improve their employee work abilities, by paying attention to aspects of human resources. This study analyzes the effect of organizational climate, organizational citizenship behavior and transformational leadership as aspects that are predicted to increase job satisfaction and work morale. Sampling was taken using a non-probability sampling method, and through a Likert Scale with the questionnaire being distributed to 96 employees. The results of regression analysis show that there are significant effects of job satisfaction on work morale (t=2.706 and p=0.008 ≤ 0.05), organizational climate on job satisfaction (t=6.701; p=0.000≤0.05), and organizational citizenship behavior on job satisfaction (t=3.295; p=0.001≤0.05). In examining the mediating effect, the findings showed that there were significant effects of organizational climate on work morale through job satisfaction (t=2.492; p=0.015≤0.05), organizational citizenship behavior on work morale with job satisfaction interventions (t=2.311; p=0.023≤0.05). However, the study found that there was neither any significant effect of transformational leadership on job satisfaction nor transformational leadership on work morale with job satisfaction mediation. In theoretical term, the findings emphasize the importance of job satisfaction in forming company climate and employee morale. In practical side, this study found a basis for managerial level to pay more attention to job satisfaction in workplace as it also reflects an atmosphere that provides a combination of inside and outside work.

The recent study aims to examine the impact of transformational leadership on government employees’ job satisfaction in Jordan. The researchers selected a sample of n= 52 Human Resource employees from public sector organization by using a convenient sampling method. Structural equational modeling also helped to validate the proposed relationship between study variables. Findings revealed a strong positive relationship between transformational leadership and job satisfaction among the HR employees. As found, despite Covid-19, transformational leaders help employees work effectively and increase employee’s job satisfaction and organizational commitment. By keeping in view, the results of the present investigation consider transformational leadership as highly capable tool for dealing with organizational crisis and management. The researchers therefore suggest further studies to illustrate the role of leadership in strategically following administrative procedures during major social and health crisis situations.

This study aims to analyze how emotional intelligence (EI) influences organizational commitment along with the correlation between job satisfaction and these two aspects. To collect the data for this study, a polite and pre-validated, self-structured questionnaire was used. Additionally, ethical issues were considered with the assurance of anonymity. The study also took the convenience sampling approach and collected samples from customer service employees working in all main branches of Saudi banks located in Riyadh. It further employs the structural equation modeling method for analyzing the data with AMOS 22.0 software. Before examining the structural model framework and hypotheses, a confirmatory factor analysis was used to estimate the measurement model and support the research. Results showed that emotional intelligence affects both job satisfaction and organizational commitment significantly and positively. Moreover, results showed that job satisfaction, as a mediator, has a significant indirect impact on EI and organizational commitment. Emotionally intelligent customer service employees of Saudi commercial banks demonstrated high psychological empowerment visible through their perception of work as meaningful, increased feeling of competence, guaranteed freedom of choice, and significant impact on the workplace.

A good performance potentially creates competitive advantage for any organization. Performance is determined by the role of leaders who influence all members of organizations through clear directions. Likewise, employee satisfaction in improving the performance of an organization also depends on the leader. This study investigates the role of leadership and job satisfaction on employee’s performance. Sample of this research includes 160 employees in a public organization in Indonesia. They are analyzed by descriptive and inference statistics for the linearity and regression analysis. The results of the study show that leadership had a significant impact on employee’s performance and job satisfaction. They are recommended to be considered when performance needs to be improved.

The purpose of this study is to empirically test the impact of employee empowerment on organizational commitment through the mediating role of job satisfaction. The non-probability random sampling technique and time lag was used to collect data from 307 employees working at four and five Stars Hotels in two cities Rawalpindi, Islamabad of Pakistan. Smart Partial least squares-structural equation modeling (Smart PLS SEM v.3.2.8) was used to test the hypotheses. The result indicates that employee empowerment has a significant and positive impact on organizational commitment. Also, job satisfaction is considered as a potential mediator between employee empowerment and organizational commitment. Furthermore, to sup-port the results current study used the social exchange theory. Finally, some theoretical and practical contributions to employee empowerment and organizational commitment literature, and research limitations and future directions are presented.