Problem statement:The construct of employee engagement had gained much reputation in recent years among reputable management and human resources consulting firms. Though there is an increasing contributions of few academic research on the construct of employee engagement yet there is a shortage of academic studies on the construct. This gap had made the construct an interesting area of research. Approach: The purpose of this study is to test a model of the drivers of employee engagement on two measures of employee engagement (job engagement and organization engagement) using the social exchange theory as a theoretical foundation.104 HR officers working at the Inland Revenue Board of Malaysia completed the survey. The survey included measures of the drivers of engagement as well the measures of job and organization engagements. The t-test and the multiple regressions were employed for data analysis. Results: This study is among the pioneering work to support a distinctive difference between job engagement and organization engagement and to evaluate an array of the drivers of job engagement and organization engagement. The study addresses concerns on how to provide a framework to enable organization engage their employees to drive execution. Conclusion: The findings of this study showed a significant difference between job engagement and organization; with co-employee support as a major driver that influence both measures of engagement.

Problem statement: The VLSI design cycle was described in terms of successive states and substages; it starts with system specification and ends with packaging. At the next descriptive level, currently known methodologies (e.g., flowchart based, object-oriented based) lack a global conceptual representation suitable for managing the VLSI design process. Technical details were intermixed with tool-dependent and implementation issues such as control flow and data structure. It was important to fill the gap between these two levels of description because VLSI chip manufacturing was a complex management project and providing a conceptual detailed depiction of the design process would assist in managing operations on the great number of generated artifacts. Approach: This study introduces a conceptual framework representing flows and transformations of various descriptions (e.g., circuits, technical sketches) to be used as a tracking apparatus for directing traffic during the VLSI design process. The proposed methodology views a description as an integral element of a process, called a flow system, constructed from six generic operations and designed to "handle" descriptions. It draws maps of flows of representations (called flowthings) that run through the design flow. These flowthings are created, transformed (processed), transferred, released and received by various functions along the design flow at different levels (a hierarchy). The resultant conceptual framework can be used to support designers with computer-aided tools to organize and manage chains of tasks. Results: The proposed model for managing the VLSI design process was characterized by being conceptual (no technical or implementation details) and can be uniformly applied at different levels of design and to various kinds of artifacts. The methodology is applied to describe the VLSI physical design stage that includes partitioning, floorplanning and placement, routing, compaction and extraction and verification. Conclusion: The resultant conceptual picture demonstrates a viable description method that can be adapted for different stages and used in developing systems for managing the VLSI design process.