The paper aimed to examine the influence of employees’ COVID-19 fear on their performance through intervening mechanisms such as mental wellbeing and organizational support. A total of 446 workers from the bank completed a self-report survey. Findings from regression analysis conducted with SPSS PROCESS MACRO (Model 7) revealed that employees’ COVID-19 fear did not have any direct negative influence on their performance but instead had an indirect effect on their performance via mental wellbeing (anxiety and depression). The findings also revealed that organizational support was instrumental in buffering the adverse impact of employees’ COVID-19 fear via mental wellbeing (anxiety and depression). Therefore, organizations should increase employee-supportive measures throughout this era of the COVID-19 to help reduce the adverse impact of employees’ COVID-19 fear.

The aim of this research was to investigate the impact of various work-related factors, such as task load, workers’ compensation, and organizational structure community on job success and the overall performance of the Jordan tourism board. The researchers conducted an analysis of 269 randomly selected samples from their study and discussed their findings to validate their hypotheses. The study revealed that factors like compensation levels, organizational structure, community, and task load significantly influence individual and organizational success. The first aspect examined was the task load, which was assessed by considering factors such as job completion rates, daily challenges faced, and the time required for tasks. Work-related compensation, encompassing factors like experience, skill, incentives, and rewards, emerged as the second most crucial factor after working hours. The third and most vital component to consider was the organization structure community, which includes communities of practice, collaborative efforts, and physical infrastructure. According to the research findings, improving employee performance can be achieved by reducing their task load, increasing work income, and developing the organization community that fosters teamwork and the formation of workgroups. These elements collectively impact overall productivity. The study provides valuable insights into an underexplored area, shedding light on how task load, compensation, and organizational structure community interplay. The research's focus on the Jordan tourism board is particularly significant, as it has the potential to help tourism companies enhance their operations and provide superior service to their customers.

This study aimed to clarify the effect of artificial intelligence with its variables (ES, NN, GA, and IA) on job performance. The banking sector in Jordan is used as a study community and targeted managers at all levels, and in order to achieve the objectives of the study, a questionnaire is developed for the purpose of collecting data from the random sample. The sample consisted of (319) managers. Also, the study used the descriptive approach and the data are analyzed on SPSS. The results showed that there is a statistically significant effect of artificial intelligence that affects job performance through (GA, and IA) only. In addition, the results showed that gender, academic qualification and years of experience have a statistically significant effect on job performance in commercial banks in Jordan. The study recommends preparing future research for the same variables and the study community, but for another country, in order to generalize the results.

This study analyzes the effect of servant leadership on job performance with, trust and knowledge sharing as mediating variables. The research is classified in the quantitative analysis used to test the significance between latent variables. The study sample includes 164 of the STIE Malangkucecwara postgraduate program alumni from 2010 to 2019. Data are collected through an online questionnaire and the SmartPls processes the results. The results show that job performance was directly affected by servant leadership. Trust and knowledge sharing are proven as variables that mediate the influence between servant leadership and job performance with the nature of full mediation. Serving leadership tends to increase employee trust in leaders and organizations and stimulates a culture of sharing knowledge to increase employee job performance. The results can be a basis for further studies in the field of management, especially those related to servant leadership, and as material for practical understanding for leaders in various areas of the organization.

Creating and maintaining a healthy organization is a major challenge of organizational leaders in the current volatile and competitive business environment. One of the critical aspects of a healthy organization is employees’ mental wellbeing. Aspects like workplace spirituality and mindfulness are now highly popular among organizations. However, studies linking these variables with employees’ wellbeing is an area that has not received adequate research attention. The pivotal objective of this study is to explore the combined effect of mindfulness and workplace spirituality on employees’ mental wellbeing. A cross-sectional research design was adopted for the study, and data were collected from 333 full-time employees working in diverse industries. Results reveal significant relationship between the three variables. It was also found that both workplace spirituality and mindfulness were significant predictors of mental wellbeing. The present study, enriches the literature by contributing towards an understanding of the causative factors of employees’ mental wellbeing and how it can be improved in the organizations.

Job performance becomes one of crucial issues and challenges faced by the organizations and it is related to employees’ performance. In conjunction with the issue, this study investigates the determinants of job performance among female employees in Malaysia. Respondents involved in this study were composed of 320 female workers selected from manufacturing, education, health and hospitality sectors. The data was collected through self-administered questionnaires by using a five-point Likert scale. The study uses two common statistical analysis, including the descriptive and inferential statistics analyses by assisting statistical software, namely the Statistical Package for Social Science (SPSS-20). The outcome shows that motivation, organizational climate, and time management significantly influenced female employees' job performance. Also, the organizational climate was a determinant factor affecting female job performance in Malaysia. Thus, the finding of this study will assist female employees and employers in understanding the factors that could affect their performance in the organization.

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.

The impact of organizational commitment on employees’ job performance has been studied extensively in the West, while few studies have been conducted in non-western countries. Moreover, there are not many studies about the effects of job satisfaction on this relationship. The purpose of this research is to study the effect of organizational commitment on job performance through the mediating role of job satisfaction. For the purpose, four hypotheses were developed, the first three predicted positive relationships between organizational commitment, job satisfaction and job performance and the last one suggested the mediating effect of job satisfaction. 547 employees in Vietnamese enterprises were surveyed. The results of the study supported all the hypotheses. Accordingly, organizational commitment had a positive impact on job performance; organizational commitment had a positive impact on job satisfaction; job satisfaction had a positive impact on job performance when organizational commitment was controlled. The strength of the relation between organizational commitment and job performance was significantly reduced when job satisfaction was added to the model, suggesting the mediating role of job satisfaction. In the light of the findings, it is suggested that merely positive relationship between organizational commitment and job performance may not automatically lead an employer to achieve the outcome - job performance. Therefore, the secret of success lies in improving job satisfaction through solutions to enhance organizational commitment, thereby increase job performance.

This study extends the existing research on the relationship between individual factors and salesperson performance by developing a moderated mediation model. The research model posits work engagement as a mediating variable between individual factors (CSE and proactive personality) and job performance. This mediation process is moderated by perceived organization support. A self-administrated questionnaire is distributed to 215 salespersons from micro-finance institutions, located in Central Java, Indonesia. The results demonstrate that both CSE and proactive personality associated with work engagement. In addition, work engagement was significantly related to job performance. This study also reveals that CSE had a direct effect on job performance. Conversely, a proactive personality, is not related to job performance. In the case of the mediation effect test, work engagement has a significant partial mediation effect on the link between SCE and job performance. On the other hand, the relationship between proactive personality and job performance has fully mediated by work engagement. The moderating effect of perceived organizational support has strengthened the link between work engagement and job performance. In sum, the theoretical and managerial practice consequences are also discussed based on the result study.

A transformational leader is able to unite all subordinates and change beliefs, attitudes, and personal goals of all subordinates to achieve his/her goals, and even surpasses the goals set. Support from the leader may motivate the employee to work better, which could affect employee performance. This study aims to examine the effect of transformational leadership on employee performance, with employee motivation as an intervening variable. The population of the study includes all 285 employees from PT. Kereta Api Indonesia. The study uses path analysis and the results show that transformational leadership had significant effect on employees’ job performance with job motivation as an intervening variable. Employees’ job motivation also had significant influence on employees’ job performance.