The devastating impact of COVID-19 on businesses has led to the redefinition of workforce resilience. This study hence explores workforce resilience factors that will be important in the post-COVID-19 era. It investigates whether these factors perform differently in the manufacturing vs. the service sector and in small and medium enterprises (SMEs) vs. large firms. Sixty-five firms were studied in Malaysia and analysed through Rasch modelling. The results indicate that three workforce resilience factors (positive thinking, sense of responsibility, and emotional control) are difficult to overcome in the manufacturing sector. Regarding the SMEs and large firm contexts, six workforce resilience factors (positive thinking, differentiation, degree of involvement, sense of responsibility, cognitive processes, and innovation) are complicated for SMEs. In comparison, two workforce resilience factors (worklife balance and decision-making) are difficult for large firms. Capitalising on these findings, managers in various organisations (manufacturing vs. service and SMEs vs. large firms) can adopt different strategies to leverage workforce resilience post-COVID. Moreover, government agencies can use these findings for policy-making when leading post-COVID-19 projects and initiatives.

IntroductionStudies have shown that there is a growing interest in corporate social responsibility (CSR) and talent management, and the identified links between their aspects. Thus, the current study examined the relationship between socially responsible human resource management (SRHRM)–identified as CSR strategies and practices directed at employees to underpin the effectiveness of CSR implementation–and talent retention. In addition, this study employed a mediation-moderation framework with employee attitude (motivation and trust) as a mediating variable and other-regarding value orientation (ORVO) as a moderating variable. Thus, the current study contributes to talent management and CSR current knowledge by analyzing the depth of the relationship by way of exploring the moderating and mediating process. It answers the “how” and “when” questions and explains the mechanism through which an organization can use its socially responsible HRM practices for retaining talented employees.MethodsA total of 418 people from the Klang Valley area in Malaysia participated in the study. The hypotheses in the study were tested using PLS structural equation modeling.ResultsThe results of the study showed that (a) perceived SRHRM was positively related to talent retention, (b) this relationship was partially mediated by the employee’s attitude (motivation and trust), and (c) ORVO did not moderate the relationship between perceived SRHRM and talent retention.DiscussionFurthermore, the study findings provide concrete and actionable recommendations on how to formulate and implement appropriate SRHRM policies and practices as they are not only essential for the successful implementation of external CSR programs but also essential for retaining talented employees and for improving their motivation and organizational trust.

The competition in higher education has increased, while lecturers are involved in multiple assignments that include teaching, research and publication, consultancy, and community services. The demanding nature of academia leads to excessive work load and stress among academicians in higher education. Notably, offering the right motivational mix could lead to job satisfaction and performance. The current study aims to demonstrate the effects of extrinsic and intrinsic motivational factors influencing job satisfaction and job performance among academicians working in Malaysian private higher educational institutions (PHEIs). Cross-sectional data were collected from the Malaysian PHEIs and the randomly selected 343 samples. The data analysis was performed with the dual analysis of partial least square structural equation modeling (PLS-SEM) and artificial neural network (ANN) analysis. As a result, it was found that financial rewards, promotion, performance appraisal, classroom environment, and code of conduct significantly predicted job satisfaction. The code of conduct, autonomy, and self-efficacy strongly influenced job performance. The relationship between job satisfaction and job performance was highly moderated by self-efficacy. It was suggested from the ANN analysis that the three prominent factors influencing job satisfaction are financial rewards, performance appraisal, and code of conduct. The analysis supported three significant factors influencing job performance: self-efficacy, performance appraisal, and code of conduct. The management of PHEIs should build the correct policies to transform job satisfaction into job performance. Self-efficacy plays an essential role in activating job performance. Other significant motivating factors that promote job satisfaction and performance, such as emotional intelligence, mindfulness, and other personal traits, should be included in future studies. In addition, future research could use a mixed-method or multi-respondent approach to investigate the important variables and their impact on lecturers’ job satisfaction and performance.

This study investigates staff turnover in a manufacturing industry in Malaysia. Manufacturing is semi-capital intensive industry. Manufacturing contributes to employment, Foreign Direct Investment (FDI) and Gross Domestic Production (GDP). Skilled and semi-skilled workers. Manufacturing is one of key success factors to national economy, nevertheless, high staff turnover continues to be disastrous towards manufacturing industry performance. This study employs a second-order construct with moderating role of gender in evaluating staff turnover intentions among 392 manufacturing industry employees in Malaysia, providing a case study of a manufacturing company in the consumer sector. Six variables were studied: role overload, role ambiguity, role conflict, work family conflicts, gender and turnover intention. The analysis was undertaken via SEM-PLS 3.2.7. A total of four hypotheses were tested. Positive results were obtained with respect to role overloaded on turnover intention. Negative results were obtained for role ambiguity, role conflict and work–family conflict. The implication of this study reveals that organizations generally recognize the importance of staff retention for superior organizational performance.

Purpose: The aim of this study is to assist the Malaysian electronics companies in reducing the non-value added practices and in return, will minimize the cost and improves productivity with the use of the fingerprint system. Methodology: This study uses a quantitative research approach and data were sampled from 137 front-line employees using simple random sampling technique. Result: The empirical findings of the study confirm that perceived usefulness and perceived ease of use significantly affect the intention to use the fingerprint system. However, there was not enough evidence that relative advantage has any effect on the intention to use the system.  Implications: The study results affirmed that business organizations, especially electronic companies should transform their use of conventional attendance system to fingerprint system in improving efficiencies and effectiveness within the human resource practices.