Generational diversity has become the norm in many organizations. As baby boomers retire and millennials enter
and take over the workforce, it becomes imperative for managers to learn more about their job satisfaction and
organizational commitment levels. The authors of this study surveyed 148 millennials who work in the I.T.
industry. A total of 74 males and 74 females were surveyed. Results show that males have higher job satisfaction
levels than their female counterparts and females have higher organizational commitment levels than their male
counterparts. Furthermore, millennials with a graduate degree are more likely to stay at their organization than
millennials without a graduate degree. Recommendations and implications are discussed for managers hiring,
leading, and managing millennials in the workforce

The present study examines the effects of organizational cynicism on two dimensions of job attitudes (organizational commitment and job satisfaction). Over the years, much work has been done by researchers who focused on organizational commitment and job satisfaction. Drawing on the literature review, there are some studies regarding organizational cynicism. In Egypt, limited research has been conducted, but the present study attempts to find out whether there is a relationship between organizational cynicism and job attitudes. Teaching Hospitals in Egypt were our subject matter from 2012/9 through 2013/2, to be a pioneering study on organizational cynicism and its effect on job attitudes. This survey-type research is descriptive in terms of the data collection. The present study investigates the attitudes of employees in regards to organizational cynicism, organizational commitment, and job satisfaction. Ultimately, it elucidates the effect of organizational cynicism on job attitudes. Three groups of employees at Teaching Hospitals in Egypt were examined. Three hundred and fifty seven questionnaires were distributed and 297 usable questionnaires were returned, a response rate of 83%. The results reveal that there are differences among the three groups of employees based upon their evaluative attitudes towards organizational cynicism, organizational commitment and job satisfaction. The present study provides a number of recommendations for managers and practitioners to consider. Finally, the implications of this study are discussed.

This study investigates the attitudes of employees toward organizational commitment and change. It was conducted at King Faisal Hospital in Al-Taif Governorate, KSA. It is the first empirical work in the field of Human Resources Management aiming at analyzing the attitudes of employees toward organizational commitment and change.The study tackles the linkage between employees' attitudes towards organizational commitment and change which is one of the most significant constructs in organizational behavior.The present study investigates the evaluative attitudes of the employees towards organizational commitment and change. It will also illustrate the relationship between organizational commitment and change. Three groups of employees were examined. Of the 350 questionnaires that were distributed, 295 usable questionnaires were returned, a response rate of 84%.The finding reveals that there are differences among the three groups of employees regarding their evaluative attitudes towards organizational commitment and change. Also, this study showed that there is an association between organizational commitment and change. Organizational commitment is one of the important elements that have impact on organizational change. It plays an important role in employee's acceptance of change. It will result in willingness to accept organizational change. In sum, employees with high organizational commitment are more willing to exert more effort in a change project. Therefore, it is more likely to develop positive attitudes towards organizational change. Finally, the implications of this study are discussed.

Background: Psychological Capital (PsyCap) is a core construct in the literature of positive psychology. However, there is considerably less evidence on its positive effects on Employee Attitudes (EA) and Employee Performance (EP). Purpose:The objective of this study is to provide empirical evidence on the relationships between PsyCap, EA and EP. This paper also seeks to present the theoretical development of PsyCap, Job Satisfaction (JS), Organizational Commitment (OC), EP and their application to employees at Teaching Hospitals practices. , 1974; and Trimble, 2006), EP (EP Questionnaire, Black & Porter, 1991; and Caligiuri, 1997). Out of the 357 questionnaires that were distributed to employees at Teaching Hospitals in Egypt, 315 usable questionnaires were returned, a response rate of 88%. Research Findings:The results indicated the expected significant positive relationships between PsyCap, JS, OC and EP. In other words, self-efficacy, optimism, hope and resilience significantly correlated with EA and EP. The results also supported the hypothesized model. The study findings support the view that PsyCap, JS, OC, and EP are related constructs. Practical Implications:The study suggests that Teaching Hospitals in Egypt can improve EA and EP by influencing its PsyCap, specifically, by developing self-efficacy, optimism, hope and resilience. The study provided that it is necessary to pay more attention to the dimensions of PsyCap as a key source for organizations to enhance the competitive advantage which is of prime significance for EA and EP. Originality/Value: Preliminary evidence of the psychometric properties of the PCQ-24, which measures the construct of PsyCap (hope, self-efficacy, resilience and optimism) on an Egyptian sample, is provided in this study. Also, this study discusses the additional studies essential for further development of research based on organizational and management effectiveness.

This study investigates the mediating significant role of OL in the relationship between Knowledge Management (KM) and Organizational Performance (OP). It intends to explore the significant role of KM in achieving superior OP. It analyzes how KM creates OL and how OL contributes to OP.KM and OL should join forces and develop a unified discipline. KM needs OL and its expanding body of good research. OL needs base of practitioners of KM and its abiding interest in problems and practice.KM and OP are believed to be essential for the success in business. Organizations and researchers have turned their attention to KM recently. Despite the growing interest and investment of resources in KM, there are few empirical studies to demonstrate the relationship between KM and OP. Understanding these relationships is essential for managers if they hope to improve OP through KM. The purpose of this research is to fill the abovementioned gap by testing the relationships between KM and their impact on OP.This study was conducted on the Egyptian commercial banks. Of the 382 questionnaires that were distributed, 310 usable questionnaires were returned, a response rate of 81%. This survey-type research is descriptive in terms of the data collection.The finding reveals that KM affects OP through OL. Accordingly, the study provided a set of recommendations including the necessity to pay more attention to KM as a key source for organizations to enhance the competitive advantage which is of prime significance for OP through OL.