The three levels of the industrial sector in Saudi Arabia (primary, secondary, and tertiary sectors) are collectively regarded as a pillar of the economy, with great potential that offers attractive job prospects. Therefore, the success of Saudi private sector companies and foreign companies operating in the Kingdom is pivotal. The purpose of this research is to investigate the effect of incentives and rewards on the performance of employees in the Saudi industrial sectors, and the role of job satisfaction in this relationship. The research population consisted of employees working with the industrial sectors in Eastern Region in Saudi Arabia, and the sample comprised 216 full-time employees. Structural equation modeling (SEM) was used as a statistical method for testing the hypotheses. The results demonstrated that there is an insignificant direct effect between incentives and rewards, and employees’ performance. However, evidence shows a significant direct effect between incentives and rewards, and job satisfaction, as well as a significant direct effect between the mediating variable, job satisfaction, and performance. Furthermore, when job satisfaction acts as a mediator, the influence of incentives and rewards on employees’ performance is significant. The research findings have notable theoretical and practical implications for incentive and rewards systems. The present study seeks to further our understanding of the incentive and reward effect on employees’ performance by examining job satisfaction as a mediating variable to the relationship. Additionally, the study attempts to explain how the relationship between proposed variables works in Saudi cultural context, which differs than Western contexts where most of the previous studies have been conducted. Analyzing employee job satisfaction as a mediator facilitates a better understanding of how and why different forms of incentives and rewards enhance employees’ behavior at work.

The achievement of any organisation, is a contributing factor towards the increase employee satisfaction and motivation toward productivity. Further, productivity is mostly affected over, employee satisfaction and motivation. In a finding, high level employee satisfaction and motivation will impact positively on organisation productivity. From the results of this literature review, Motivated employees is more likely to have job satisfaction and that increase organisation productivity. It follows, then employees will put hard work when sensed satisfy and motivated, will result in organisation objective. Therefore, there is a strong relationship between employee satisfaction, motivation, and organisation productivity. The aim of the study is to analyse the relationship between employee satisfaction and motivation and the affect overall organisation productivity.

Leadership style plays a critical role in shaping employee behavior, motivation, and productivity. Transformational leadership, characterized by idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, has been increasingly recognized for its capacity to foster positive workplace outcomes. The primary objective of this study was to examine the relationship between transformational leadership and employee performance and to investigate the extent to which job satisfaction and organizational commitment mediate this relationship. The study employed a quantitative research design, utilizing a structured questionnaire that was distributed to 259 respondents across various job roles and industries. The results revealed that transformational leadership has a strong, positive impact on employee performance. Job satisfaction and organizational commitment were found to significantly mediate this relationship. The findings highlight the importance of adopting transformational leadership behaviors to improve employee satisfaction, commitment, and performance. This study contributes to the leadership and organizational behavior literature by providing empirical evidence of the dual mediating roles of job satisfaction and organizational commitment in the relationship between transformational leadership and employee performance. However, the study is limited by its cross-sectional design and reliance on self-reported data, which may affect causality and introduce bias. Therefore, future research should employ longitudinal or multi-source data collection methods and explore additional mediators such as employee engagement or psychological empowerment.

The current research examines the pivotal role of business analysis, AI-powered insights, and data analytics in enhancing the effectiveness of digital transformation initiatives within Saudi Arabian organizations. The study provides context-specific information that is highly valuable to practitioners and policymakers, as it empirically substantiates the complex interactions among these factors. The findings highlight practical initiatives that organizations aiming to achieve successful outcomes from their digital investments and attain a long-term competitive advantage can implement. Although the cross-sectional design used in the quantitative analysis offers valuable insights, it limits the ability to draw definitive causal inferences. The results clearly demonstrate that business analysis, AI-enabled insights, and data analytics, individually, have a strong and positive impact on the successful delivery of digital transformation. Future academic research should consider incorporating longitudinal designs to capture the evolving dynamics of these relationships over time. Additionally, expanding the scope of investigation to include a broader range of nations and industries, as well as emerging technologies such as blockchain and generative AI, would significantly deepen the understanding of enablers of digital transformation.