Organizations must cope with the current business demands and strive for a competitive advantage. Apart from many measures to enhance competitive advantage, employees’ innovative work behavior is instrumental. Hence, this study aims to measure the contribution of person-environment fit (person-job fit and person-organization fit) on innovative work behavior directly and indirectly through creating work engagement. Cross-sectional perceptual data were collected through surveys from the employees working in humanitarian non-profit organizations in Nepal. After ensuring the goodness of fit index, 499 responses were analyzed in the structural equation model showing path analysis with the help of AMOS. The conservation of resource theory was a foundation to test and analyze the hypotheses adopting positivist research philosophy and deductive reasoning approach. Regression analysis revealed a positive effect of person-job fit (B = .23, p < .001) and person-organization fit (B = .20, p < .001) on employees’ innovative work behavior. Work engagement mediated the influence of person-job fit and person-organization fit on innovative work behavior. Out of the total effect size of employees’ compatibility on innovative work behavior, 30% effect size of person-job fit and 23% effect size of person-organizational fit on innovative work behavior went through work engagement.

This study aims to examine the impact of foreign trade and foreign direct investment on Nepal’s long-term economic growth. It uses secondary data from 1989/90 to 2021/22 collected from various economic surveys of the Ministry of Finance of Nepal. Descriptive and explanatory research designs are used in this study. The trace, max-eigen tests, and fully modified least square methods search the long-run co-integration and impact between response and predictor variables. Trace and max-eigen tests consistently point toward the long-run co-integration between dependent (gross domestic product) and independent (import, export, total trade, and foreign direct investment) variables. Exports and imports are found to be negative and statistically significant to explain Nepal’s economic growth. One unit increase in exports results in a 0.748 unit decrease in Nepal’s economic growth. Similarly, total trade volume and foreign direct investment positively impact economic growth. Each unit increase in foreign direct investment results in a 0.0036 unit increase in GDP in Nepal. Foreign trade has a multiplier effect on Nepal’s GDP growth. The 76.35 percent variation in economic growth depends upon total foreign trade volume, exports, imports, and foreign direct investment. To promote sustainable economic growth, policymakers should prioritize policies encouraging increased total foreign trade and foreign direct investment while carefully managing the potential negative impact of excessive reliance on import dynamics.

This study has developed a model incorporating employee networking ability and self-promotion behavior in the relationship between perception of organizational politics and career satisfaction. Specifically, this study examined (a) the direct association of perception of organizational politics, networking ability, and self-promotion behavior with career satisfaction, and (b) mediating role of networking ability and self-promotion behavior in the relationship between perceptions of organizational politics and career satisfaction. Positivist research philosophy and deductive reasoning approach were adopted to conclude. “AMOS” structural equation modeling was used to examine self-reported perceptual cross-sectional data acquired from 725 employees working in Nepalese commercial banks. The direct influence of organizational politics on career satisfaction was significant, although it was in the opposite direction of the predicted connection. Both networking abilities and self-promotion behavior mediated the association between organizational politics perception and career satisfaction. Besides the hypothesized relationship, a causal impact of self-promotion behavior on networking ability was established to improve the model fit index. Direct and indirect (through networking ability and self-promotion behavior) effects of perception of organizational politics on an employee’s career satisfaction were measured. It issuggested that the findings have a number of theoretical and practical implications.

This study analyzes the possible impact of diversity in non-interest income on Nepalese Depository Financial Institutions (DFIs) performance. The study examines variables such as service fees, dividends on equity instruments, and the non-interest revenue ratio to total operational income as endogenous factors. The ROE serves as the key profitability indicator. Additionally, the study explores the impact of control variables on the performance of financial institutions, such as the cost-to-income ratio, the equity-to-total assets ratio, and the ratio of non-performing loans to total loans. Secondary data from fiscal year 2015/16 to 2021/22 are utilized for analysis, employing correlation and regression analyses to assess the relationships between variables. Based on the Hausman Specification test, this study uses a Dynamic Analysis of Panel Data approach, adopting a Random effects regression model. The findings indicate that dividends from equity instruments ( = –0.565*) adversely affect profitability. At the same time, service fees and non-interest revenue as a proportion of overall operating revenue show no significant impact. Control factors like the cost-to-income ratios ( = –0.432**) and the equity-to-total assets ( = –94.101**) adversely affect profitability. The study suggests that income diversification may not be beneficial, urging Nepalese DFIs to prioritize interest income and consider alternative investment opportunities. Reducing the cost-to-income ratios and equity-to-total assets is recommended for enhancing profitability.

Background: This study explores the dynamic relationship between human resource management practices and employee performance in Nepalese financial institutions. It investigates eight key elements, including Financial Compensation, Non-Financial Compensation, Leadership, Coaching, Empowerment, Participation, Organization Culture, and Motivation to address the research objectives. Objectives: The primary aim of this research is to analyse the impact of various human resource practices on employee performance in Nepalese financial institutions. Eight hypotheses are formulated, each targeting the relationship between Employee Performance and one of the essential components. Methods: The primary data collection instrument for this study is a structured questionnaire. This survey is being conducted on employees at various financial institutions in Nepal. The sample comprises 405 respondents. Descriptive and inferential statistical procedures, such as correlation analysis, regression analysis, and One-Way ANOVA, are used to analyse the collected data. Results: Regression analysis reveals a significant positive relationship between financial compensation and employee performance, emphasizing its crucial role. Conversely, no substantial relationships are found between employee performance and non-financial compensation, leadership, coaching, empowerment, participation, organisational culture, or motivation. The ANOVA test highlights the significance of job position, particularly in managerial roles, on employee performance. Conclusions: This study emphasises the critical role of an effective financial compensation system in improving employee performance in Nepalese financial institutions. While several human resource practices showed no significant impact, it emphasises the need to tailor these practices to specific job functions. These findings have significance for Human Resources Managers, guiding them in optimising practices for improved employee performance and organisational productivity. Keywords: Compensation, Leadership, Empowerment, Motivation, Employee Performance Paper Type: Research paper JEL Classification: G21, J32, J33, M52, M54

The perception of organizational politics seriously affects working people, and it is an unavoidable detrimental aspect of an organization. Prior studies are focused on the detrimental consequences of perceived organizational politics and not paid attention to its remedial actions. Therefore, proper intervention as a corrective action for the harmful effect of organizational politics perception was essential. Hence, this study was motivated to know: (a) the effect of the perception of organizational politics on employees’ performance, and (b) the mitigating role of impression management (self-promotion and ingratiation) for the detrimental effect of perception of organizational politics on work performance. Perceptual cross-sectional data was taken from 725 employees working in Nepalese banks. Quantitative data analysis revealed that perception of organizational politics has a detrimental impact on employee performance; impression management (self-promotion and ingratiation) worked as an antidote for such effects. The study’s unique findings were a different form of association of perception of organizational politics with work performance under the different situations of impression management (self-promotion and ingratiation). Moreover, those employees were less suffered from the perceived organizational politics who were good in impression management (self-promotion and ingratiation). Impression management (self-promotion and ingratiation) is controlled, as an antidote, comparatively more effectively for the high poli-tics perceiver than the low perceiver. Numbers of theoretical and practical implications are suggested to cure perceived organizational politics’ detrimental outcomes on employee performance. AcknowledgmentThis article is a part of the PhD research work that was funded by the University Grants Commission of Nepal (award number: PhD/73-74/Mgmt/04).