The purpose of this study is to investigate the impact of green human resource management (GHRM) practices (e.g., green pay attention and rewards, green performance management, green involvement, green recruitment and selection, and green training role) on millennial employees’ turnover intention (METI) in Malaysian three-star, four-star, and five-star hotels with a moderator (work environment) using social exchange theory (SET). The survey used structured questionnaires to collect data from 210 millennial employees using the convenience sampling technique. The research hypotheses were tested using partial least squares structural equation modelling (PLS-SEM). The findings of this study indicate that only green rewards and green involvement have a significant impact on METI. Furthermore, the results indicate that the work environment has no moderating impact on the relationships between green HRM practices and millennial employees’ turnover intention. Finally, the implications, limitations, and future directions for research are also addressed to potential researchers.

The success of an organization’s environmental sustainability objectives is contingent on the environmental behavior of its personnel. The present study was conducted to observe how the green human resource management (GHRM) practice improves environmental performance (EP) through psychological green climate (PGC) and pro-environmental behavior (PEB). It also evaluates the moderating role of the individual green value (IGV). Data were collected from HR professionals and health officers directly engaged in human resource practices in private hospitals in Sialkot, Pakistan. To gather the responses, questionnaires were distributed and PLS analysis was used to analyze the data. The findings showed that GHRM explains that the PGC stimulates employees to perform pro-environmental behaviors for better environmental performance. Furthermore, the individual green value moderates the employee’s behavior for better environmental performance. This research paper gives vital practical implications to the top management and regulators in assuring employee engagement in applying green human resource management practices.

The COVID-19 epidemic has damaged developing as well as developed economies and reduced the profitability of several companies. Technological advancement plays a vital role in the company's performance in this current situation. All activities carry on virtually. In this study, the financial performance of enterprises in the South Asian banking industry will be compared before and after the COVID-19 epidemic. Furthermore, the full influence of the pandemic will take place in the long run. This study also explains the technological effect on improving performance, especially during the period of the COVID-19 pandemic. It has an impact on people's social lives as well as the economic world. This study examined a sample of 34 banks from the South Asian region from 2016 to 2021. A Wilcox rank test was used to determine whether there was a significant difference before and after the epidemic era. The overall conclusion of this study is that the COVID-19 pandemic had a significant influence on the bank's financial performance, particularly in terms of profitability. But technological advancement has a positive effect on organizational performance, ultimately increasing the financial performance of South Asian banks. And there is a big difference between pre-pandemic and post-pandemic organizational performance. The findings of this study have significant policy implications since it is clear that cooperation among governments, banks, regulatory agencies, and central banks is necessary to address the financial and economic effects of the COVID-19 pandemic.

This research intends to increase awareness of the existence of psychological breach contracts on emotional exhaustion in the context of a prolonged COVID-19 pandemic, with the function of organizational distrust (OD) and job insecurity (JI) serving as mediating factors. We used partial least squares structural equation modeling (PLS-SEM) to look at the 437 questionnaires that private sector workers in Pakistan filled out during the COVID-19 outbreak. The findings of direct and indirect effects show that (PBC) psychological breach contract directly leads to emotional exhaustion (EH) and has a significant indirect relationship through job insecurity (JI). Moreover, psychological contract breach (PBC) directly leads to emotional exhaustion (EH) and has a significant indirect relationship through organization distrust (OD). The study shows both theoretical and practical implications, as well as areas where more research needs to be done.

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