This research was conducted to assess the relationship between the role of administrators in training programs and the motivation level of the trainees. The data were collected through a survey method conducted on employees at a government agency in East Malaysia. The outcomes of SmartPLS path model analysis show three important findings. First, administrators' roles in training programs are significantly related to trainees' motivation. Second, provision of support is significantly linked to the motivation of the trainees. Third, communication is significantly related to the motivation level of the trainees. Thus, the findings indicate that administrators' roles, support, and communication act as significant determinants of trainees' motivation in an organizational sample.

This study assesses the association between career program, support for career development and commitment with career choice. Self-report questionnaires were used to collect data from university staff. The SmartPLS path model analysis was employed to test the research hypotheses and outcomes of this test confirmed that linking career program to support for career development has been an important antecedent of commitment with career choice in the studied organization. Discussion on the findings, implications and conclusion of the study are elaborated.

Ethical climate is a vital phenomenon in organizational ethics. It consists of two major components: benevolent climate and principled climate. Recent studies in this field highlight that the ability of employees to appropriately implement such ethical climates may have a significant impact on organizational commitment. Although many studies have been done, the role of ethical climate as an important determinant is little discussed in the organization ethic research literature. Therefore, this study is undertaken to examine the relationship between ethical climate and organizational commitment. A survey method was used to gather data from employees at public agencies in Peninsular Malaysia. The outcomes of the SmartPLS path model analysis showed two important findings: firstly, the benevolent climate was positively and significantly related to organizational commitment. Secondly, the principled climate was positively and significantly related to organizational commitment. This study offers discussions, implications, and suggestions for further research.

This study investigates the relationship between human-oriented leadership, organizational attachment and encouragement to perform work. A survey method was utilized to collect data from employees at a national election agency in Peninsular Malaysia. The SmartPLS was used to analyze the data and revealed two significant findings: First, relationship between supportive leadership style and organizational attachment was significantly correlated with encouragement to perform work. Second, relationship between participative leadership style and organizational attachment was significantly correlated with encouragement to perform work. The findings endorse that effect of human-oriented leadership on encouragement to perform work is mediated by organizational attachment. Further discussions, implications and conclusion are presented in this study. Keywords: Human-oriented leadership; organizational attachment; encouragement to perform work; SmartPLS

This study evaluates the relationship between person-oriented leadership and employee outcomes. Person-oriented leadership requires leaders to build and maintain their relation with the employees. In order to accomplish organizational goals, the leader need to understand that having a strong bond with the employee is important. Therefore this research focuses on the effect of person-oriented leadership on employee outcome. The data collection was conducted by distributing questionnaires to 200 employees in different divisions and departments at a public research university in Malaysia. The result of the SmartPLS path analysis model displayed four findings: first, participative leadership style was significantly associated with job satisfaction. Second, consultative leadership style was significantly associated with job satisfaction. Third, participative leadership style was significantly associated with organizational commitment. Fourth, consultative leadership style was significantly associated with organizational commitment. These findings demonstrate that it is important for leaders to implement participative and consultative leadership style during their day-to-day job operations, in order to ensure job satisfaction and organizational commitment of employees in organization.

The generation gap is critical, especially when employees do not agree about some terms that affect their completion of tasks. This issue is debated in organizations, causing incompatibilities between human resource management and development structures. Hence, these constraints led this study to measure the differences shown by generations X and Y, and how they impact the relationship between psychological empowerment, employee performance, and organizational commitment. This research used questionnaires and in-depth interviews as the main procedures for collecting and obtaining data—196 items of data were received from the Malaysian Islamic Finance Agency. SmartPLS software was used to test the research hypotheses and the differences between the two groups are Gen X and Y (PLS-MGA). The results of the PLS-MGA test confirmed that, in the relationship of psychological empowerment and job performance alone, it was found there was a generational difference between X and Y (p-value < 0.05). However, while running the hypothesis test (using the bootstrapping test), it was found that both hypotheses are acceptable, which shows the relationship between psychological empowerment and job performance based on two different groups, namely Gen Y = t-statistic (10.961) and Gen X = t-statistic (11.993). Thus, H1 is supported. Meanwhile, the relationship between psychological empowerment and organizational commitment is based on two different groups, namely Gen Y = t-statistic (8.675) and Gen X = t-statistic (8.349), which means H2 is also supported. Consequently, it is hoped that the findings of this study will serve as essential guidance for employers in both the public and private sectors. Human resource management teams can use the findings to understand the natural complexity of psychological empowerment constructs in realizing the challenges and difficulties in predicting organizational goals, in terms of job performance and organizational commitment.