Purpose: This study aimed to determine the impact of job stressors like workload, work-life conflict, and safety hazards on work engagement while testing Islamic work ethics as a moderator on the relationship. Methodology: A time-lagged questionnaire survey method was employed to collect data. In total 319 responses were collected from medical practitioners working in different organizations under the Health Department Punjab of Pakistan. Finding: The results reveal that job stressors, including workload, worklife conflict, and safety hazards reduce work engagement whereas, Islamic work ethics moderates the negative effects of workload and work-life conflict in such a way that the negative relationship between workload and work-life conflict with work engagement is mitigated when the Islamic work ethic is high. However, support is not found for the moderating effect of Islamic work ethics on safety hazards to work engagement relationship. Significance: This research contributes to the extant literature on work engagement of healthcare by unpacking the ways in which issues pertaining to excessive workload, work-life conflict, and safety hazards hamper work engagement. Limitations: The survey researches are susceptible to social desirability bias. The authors took utmost measures in this regard. However, results may be generalized cautiously. Secondly, results are based on time-lagged analysis. Practical and Social Implications: Managers and administrators may strive to offer optimal workload, provide necessary safety measures and create a work-to-family balance for consistent work engagement of medical practitioners.

Public sector organizations are considered to be more vulnerable to exhibit bad management practices in Pakistan due to despotic leadership styles. This study investigates the link among despotic leaders and the counter productive work behavior of followers. The study examines the emotional attitude as the outcome of despotic leadership and predictor of deviant behavior in a parallel manner and psychological capital as boundary condition that mitigate the indirect relationship of despotic leadership and the counter productive work behaviors. Data was gathered through two-wave research design from 326 employees of Pakistan’s public sector organizations through questionnaire and Google forms. Structural Equation Modeling (SEM) was utilized to examine relationships, such as mediations and moderation effects between the contextual variables. The results established that the followers of despotic leadership felt disgusted, frustrated, and behaved deviant in the organization. Moreover, we found psychological capital behavior as moderator in the relationship. Authoritative behaviors, poor communications, unethical conducts and deprived managerial skills produce emotionally exhausted followers. The study suggests formal training of leaders and followers concurrently. Based on Social exchange theory, this research might be the foremost study that has examined the emotional attitudes and in parallel, underlying mechanism to explain leader-follower give-and-take relations. Moreover, psychological capital as an important key personal resource that mitigate this relationship theoretically by integrating conversion of resources theory.

Existing literature on personality and job crafting has mostly used variable-centered methods. Drawing on Five-Factor Theory, we took a person-centered perspective to examine how Big Five configurations relate to job crafting (JC) in the service sector. Trait-level latent profile analysis (LPA) identified four profiles: Robust, Adaptive, Sociable but scattered, and Vulnerable, that resembled canonical Big Five families. A facet-level LPA largely reproduced these same families with modest refinement rather than new structures. The profiles differed in overall job crafting and its task, relational, and cognitive dimensions; more adaptive trait constellations, especially the Robust profile, reported more crafting overall, whereas the Vulnerable profile reported the least. Concordance between the personality and crafting profile systems was above chance, but modest. Overall, the findings are consistent with a person-centered view in which personality configuration relates to job crafting probabilistically rather than uniformly, and they may inform more tailored support for crafting. As the sample was voluntary and drawn from a limited set of organizations, the results should be replicated.

Purpose: This study investigates how trait-level personality differences and day-level situational demands jointly shape proactive work behaviors in the form of job crafting. Building on Trait Activation Theory, we argue that emotional demands in the workplace function as trait-relevant situational cues that make stable personality differences more behaviorally salient in daily job crafting behavior. Drawing on Density Distribution reasoning as a conceptual lens, we further note that stable traits can coexist with meaningful daily variability in behavior across days. Originality: Although the Big Five personality traits are well-established predictors of workplace behavior, relatively little is known about how their effects vary in response daily situational demands. Design/methodology: The study followed a daily diary design with 1884 observations nested in 157 doctors from different hospitals. We employed multilevel modelling in MPLUS to disentangle within-person and between-person effects. Findings: The findings showed that openness, conscientiousness, extraversion and agreeability were positively associated to average daily job crafting, whereas neuroticism was negatively associated. Cross-level interactions further revealed that openness, extraversion and conscientiousness strengthened the positive relationship between daily emotional demands and job crafting, whereas neuroticism attenuated this relationship. Implications: These results highlight the value of integrating a stable traits perspective with daily behavioral variability to better understand when personality differences are most visible at work.

Sustainable supply chains often face challenges of operational uncertainty and institutional constraints as data-driven decision-making is complex process. Classical AI/ML focuses on efficiency and technical performance often overlooking employee well-being and transparent decision-making. The existing studies link explainable AI with transparency and interpretability, while scalability and optimizing efficiency are valuable implications of quantum computing. This demands to develop a conceptual framework for quantum XAI (QXAI) as a unique socio-technical resource exploring both technical and cognitive aspects. Therefore, this chapter situates QXAI as a dual-nature job resource within Job Demands Resources (JD-R) theory, through an integrative and semi-systematic review approach that can enhance quality decision making, employee well-being and sustainable performance in context of supply chain industry. The chapter further demonstrates that QXAI can concurrently improve operative competence, reinforce environmental authority, and endorse social sustainability in emerging economies.