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.

There are many studies on the effectiveness by employing management systems and this paper tries to point out the critical components that embodied the obstacles on system deployment on the context of the emerging markets in Viet Nam. The study is conducted as an exploratory research project which uses a quantitative approach to gain insight and information of the businesses in question. The data was collected via a survey questionnaire derived from experts and focus groups. The findings of this study indicated the significant role of organizational factors such as employee participation and communication, demonstrating they were critical mediators in the given context. Upon completion of the research, we advanced the study of these factors that directly and indirectly affect the success of PMS implementation throughout the empirical approach on Vietnamese firms.

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.

Today, human resources are considered as the most precious assets for any organization and it is important to empower them as much as possible to create competitive advantage and to cope with rapid changes in organizations. In this paper, we present an empirical study on one of food industries in province of Qom, Iran to determine important factors influencing empowering human resources. The proposed study uses factor analysis by choosing a sample of 380 people. Cronbach alpha is calculated as 0.88, which is well above the minimum acceptable limit of 0.7 and validates the overall questionnaire. Based on the results of this survey, there are three important factors including job related, personal related and organizational related issues. The study also uses Pearson correlation as well as Freedman tests to rank the factors and the results demonstrate that organizational factor plays the most important role in empowering human resources followed by job related factors and personal factors.

This research examines contextual, structural and organizational factors, which can facilitate or slow down adoption of innovation in Electronic Banking in the financial Institutions. Three-dimensional model co-structure, co-behavioral, contextual (3C) is used in this research. This schema is a logical model in the categories of models and many of concepts, events and organizational phenomena can be examined. Structural factors including type of the organization of institution, work distribution, preparing mobilization of resources and equipment and risk of decision-making sophistication influence on adoption of Electronic Banking. There are four contextual factors, which contribute in adoption of Electronic Banking including goals, strategies, culture and common norms. The five Behavioral Factors, which affect on electronic banking are connections and relations, skills and personal characters of employees, education, job satisfaction and banking work process. By studying the mentioned factors, we have realized that contextual factors plays important role on adoption of electronic Banking by employee and the behavioral and structural factors have minor impacts. The mentioned proposals are methods, which facilitate the adoption of electronic banking in the country.

The new millennium must be called the century to compete for survival. The increase
interaction among international organizations has changed the world into a global village and
firms have no choice but to develop a variety of instruments and equipments to compete with
each other. Value engineering (VE) is one of the new techniques of management science
emerged in using the power of organizational creativity and entrepreneurship programs. VE
modifies the organizational activities, removes the non value-added activities and increases the
current values of organizations. VE has been successfully implemented in many areas of
management such as quality, productivity, project management, etc. The success of a VE
program depends on many organizational factors such as the availability of resources, the
strategy and the organization structure, the senior management support, the organizational
culture and the communication and information systems. In this study, we identify and
prioritize organization factors affecting the implementation of VE using ELECTRE III method.