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This study aims to examine the mediating effect of job happiness factor on the relationship between job satisfaction and both employees' performance and turnover intentions in oil and gas industry in the United Arab Emirates (UAE). The study utilized a total of 722 usable questionnaires that were administered to respondents in oil and gas industry in the United Arab Emirates. This study adopted structural equation modelling (SEM) approach to analyze these relationships. The Analysis of Data revealed that job satisfaction factor has a significant direct positive relationship with both factors the employees' performance and the job happiness, while it has a negative insignificant relationship with employees' turnover intention. On the other hand, the Job happiness displays a significant positive direct effect on job performance, but it records a significant negative effect on employee turnover intention. Results show that job happiness plays a mediating role between job satisfaction and employee performance and turnover intention. These findings may guide the implementation of policies by human resources or other organization managements in the UAE Oil and Gas industry. For instance, they may use job happiness (mental well-being) as a predictor of employee behaviors and then formulate recruitment policies that will help maintain employee happiness and satisfaction, thereby helping in employee retention.

This research builds on the ideas through the development of sets of attributes (strategic leadership, strategic planning effectiveness, and tourism sustainability practice), the event of a framework for evaluating destination competitiveness in Egypt. This study has followed a quantitative design with a survey-based questionnaire development. Survey data from tourism professionals were obtained in Egyptian destinations and subjected to statistical examination (PLS-SEM) Partial Least Squire-Structural Equation Modelling as an analysis technique. The findings of this study: strategic leadership significantly impact strategic planning effectiveness, tourism sustainability practice, and destination competitiveness; strategic planning effectiveness significantly impacts tourism sustainability practice; and finally, tourism sustainability practice significantly affects destination competitiveness. The results are outstanding empirical evidence for incorporation into the competitiveness studies of the tourism industry in both enterprise and destinations. Longitudinal data would be required to prove that relationships are founded upon. The growing methodology bias restricts the findings from this analysis. This analysis would be useful if the findings were to be taken into account when considering other integrative variables.

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