The oil boom in the Arabian Peninsula has removed Oman's dependence from the agriculture sector and shifted to the oil and gas sector. Oman's economy is dependent on the public sector but the expanding population has made it inevitable to penetrate deeper into the private sector too. This present research study attempts to compare employee engagement in public and private companies in Oman oil and gas sector. It aims to identify the difference that exist in the comprehension of employee engagement. Add to that, this study also aims to compare cognitive, emotional and behavioral levels of employee engagement in the said sectors. Primary data was sourced through structured questionnaire and the information regarding the respondents were collected from 140 respondents. Out of that 70 respondents in public and 70 respondents in private Oil and Gas sector. Snowball sampling method was used to collect the data. The target respondent for this study are middle level employees. The outcome revealed that there is no significant difference in behavioural level of employee engagement but cognitive and emotional level there are some significant differences in employee engagement between public and private companies in oil and gas sector.

No abstract

No abstract

Due to the prevailing Covid-19 pandemic, performing day-to-day activities as well as work have become a most imperative challenge. It results in reduced workers’ competencies at all levels and posed unpredicted issues for managers in all organizations. Correspondingly, there is a dearth of research on the overview of how to resolve this issue. This article is intended to explore leadership approaches that help to adapt them in fluctuating scenarios that exist due to the Covid-19. Accordingly, a systematic literature review of articles and research works published in various standard databases including Scopus, Web of Science, and other reports have been analyzed. A lot of studies have been focused on frontline work by converging on specific factors such as work engagement, and employee performance which are employee-oriented. Consequently, there is a lack of research on organization-oriented leadership approaches to be adapted for post-pandemic recovery. Thus, this paper helps the managers to recover from the problems and issues instigated by the pandemic. It is identified that a supportive workplace, open communication, individual and organizational cooperation, and a healthy working atmosphere could be extremely helpful in adapting and transforming organizations in the present situation. Finally, this research work also recommends future directions to organizations in implementing various leadership tactics for post-covid recovery.

No abstract