·         Table of Contents (Volume #3, Issue #2)

·         Cover Page (Volume #3, Issue #2)

·         Editorial (Volume #3, Issue #2)

Paper #1

Work Engagement During Pandemic: Is Organizational Trust Still Relevant?

Hyder Ali Khawaja and Mustajab Ahmed Soomro

Abstract: In the present study, we tested the relationship between organizational trust and engagement. The study investigated how the three factors of organizational trust including trust in management, trust in supervisor and trust in coworkers can predict work engagement. The study collected data through sampling employees working in the retail food businesses in Sweden via social media. The study applied structural equation modelling on the final sample of 199 to test the three factors of organizational trust and their relationship with work engagement and found significant positive results for all. The study found that employees who expressed trust in the top management resulted in enhancing their work engagement. Furthermore, employees who had trust in their immediate supervisors for their facilitation, support and acknowledgement were also able to boost their engagement. Lastly, trust in coworkers also helped employees to enhance their work well-being, in other words predicting work engagement. The study offers discussion on the findings, implications, and recommendations for future research.

Keywords: Organizational Trust; Management Trust; Supervisor Trust; Coworker Trust; Work Engagement.

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Paper #2

The Effect of Human Resource Practices and Organizational Commitment on Employee Performance

La`aleh Al-Aali

Abstract: The aim of this analysis is to examine the effect of HRM practices and organizational commitment on employee performance in the Bahrain Cement Industry. This research used a convenience sampling tool to obtained data from 315 respondents through a self-administered questionnaire. The proposed structural model was also tested using variance-based partial least structural equation modelling (PLS-SEM). The findings of this study showed that all HRM practices and organizational commitment have a significant and positive effect on employee performance. Furthermore, importance-performance map analysis (IPMA) was used to investigate the significance of different aspects of employee performance. The results of this study are intended to assist Bahrain Cement Industry in better understanding the role of different dimensions of HRM practices and organizational commitment in improving employee performance. The study presents results alongside implications for theory and practice. The study also mentions recommendations for future studies.

Keywords: HRM Practices; IPMA; Bahrain Cement Industry; Organizational Commitment; PLS-SEM.

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Paper #3

Testing the Prediction of Knowledge Sharing Behavior through the Lens of Organizational Culture and Organizational Citizenship Behavior

Siddig Balal Ibrahim, Umair Ahmed and Mohammed Sani Abdullahi

Abstract: This research intended to focus on the impact of organizational culture on knowledge sharing by bank employees directly and indirectly through mediation by organizational citizenship behavior. For achieving the purpose, 402 employees from banks in the Kingdom of Bahrain through simple random sampling. Data were collected through questionnaires. A current study found a significant outcome of organizational culture on knowledge sharing and organizational citizenship behavior. Besides this current study also found significant results between organizational citizenship behavior and knowledge sharing. Along with significant direct results, current research also found the mediating effect by organizational citizenship behavior in relationships of organizational culture with knowledge sharing. The current study contributes notable theoretical implications under social exchange theory. In addition, the current study also provides practical learnings and recommendations for the future.

Keywords: Organizational culture; Organizational Citizenship Behavior; Knowledge Sharing; Banking Sector.

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Paper #4

Towards Managing Organizational Change: An Empirical Study

Sulaiman Abdullahi Bambale, Saheed Ademola Lateef and Ibrahim Abdulmalik

Abstract: This study examines the relationship between trust buildings, motivating employees, and employee commitment toward organizational change. A self-administrated questionnaire was used to gather data. The study provides a basic understanding of organizational change. Through systemic, theoretical, and conceptual understanding, the arguments of the study are built on the importance of communication in the organization and how in bringing organizational change. The current study proposed that trust-building, employee motivation, and employee commitment will be related to organizational change. A total of 292 copies of completed questionnaires were returned, representing 90.7% of the total questionnaire distribution to both managers and owners of manufacturing firms. Out of which, only 275 questionnaires were usable for the analysis after removing incomplete data and outliers. Partial Least Square-Structural Equation Modelling (PLS-SEM) was used to analyze as a popularly accepted model to justify the theory with the observation data. The study results revealed that trust-building, employee motivation and employee commitment have significant effects on organizational change. The current study also claims the importance of collaboration within employees of any organization at the level of transition. The current study will help professionals and academics and enhancing their leadership abilities, it will benefit and inspire trust members to show better outcomes. However, it is recommended that further research is needed in this direction to confirm the result of this study. Finally, this study concludes that trust-building, employee commitment and employee motivation play a significant role in organizational change.

Keywords: Trust-building; Employee Motivation; Employee Commitment; Organizational Change; Malaysia.

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Paper #5

Determining the Contact of Selected Human Resource Practices on Employee Job Retention in Pizza Max, Karachi

Farhan Zeb, Nida Zehra and Aqsa Waqil

Abstract: Fast food visage amplified challenges with the retention of employees. A newly established fast-food brand in a very short time since its commencement in 2009, Pizza Max has become the top brand name in Karachi even though facing tough and irresistible competition. Due to its extraordinary standards and exceptional service, Pizza Max already has a loyal customer base, and the brand is expanding each day with 8 branches across Karachi already. It also opened its branches in other cities of Pakistan. This research study is intended to getting an understandable and translucent view about employee job retention in diverse Pizza Max branches of Karachi. The prime intention of this research is to determine the contact and the end result of the selected factors on employee job retention in Pizza Max, Karachi. This research study brings a close-deduced representation of selected factors that align with employee retention. All Pizza max branches are tripped for primary data collection. The data was quantitatively collected with the help of survey questionnaires by using the probability random sampling technique. However, the data were analyzed via SPSS, and the outcomes were significant. The main reason for this research is to clarify the association and the result of the selected factors on employee job retention in Pizza Max. At the same time, findings show that the training has no association with employee retention in Pizza Max. However, pay and promotion have greatest association on employee retention in Pizza Max, Karachi. This research will help fast-food organizations enhance employee commitment with the organization along with helping future analysts and researchers.

Keywords: Employee Retention; HR Practices; Herzberg Theory; Pizza Max.

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