In the digital era, the gig economy has recently emerged as a key theme independent review of current work patterns. There is a variety of jobs in Malaysia’s gig economy and the number of gig workers keeps increasing. Gig workers are facing many challenges. However, there is only a little research on psychological wellbeing among gig workers in Malaysia. The Job Demands-Resources (JD-R) model is one of the most widely used frameworks to examine well-being. This paper aims to uncover the gig worker’s working conditions by adopting the widely recognized and well-established JD-R theory to examine the psychological well-being of gig workers. The early JD-R model was concerned primarily with work-related factors. However, the current JD-R model integrates personal resource as a determinant of employees’ well-being. Psychological capital may help gig workers to reduce stress and enhance well-being. Many gig workers mainly join the gig economy because of the autonomy to decide their workload, working time, and job content. However, gig workers have high time pressure and workload as they only get paid after providing the service. The more order they make, the more earning they get. Furthermore, gig workers are performing on online platforms and feeling isolated from the social environment. Social support from family is important to workers. Hence, this conceptual paper seeks to develop a conceptual model of how job demands, job resources, and personal resources affect gig workers’ psychological well-being.

Nowadays, the workforce does encounter big problems in work-life as almost no one is passionate about their work anymore. Work passion is comparable important among educators to maintain their job performance. Over the years, researchers, organizations, and leaders have been struggling with the challenge of how to best create a motivating work environment and play a role in leadership to stimulate and maximize the employees’ work passion and performance. The purpose of this research is to explore the organizational factors i.e., organizational climate, organizational justice, work motivation and job autonomy driving the work passion among the educators in Malaysia. Convenience sampling was employed in this study and data were collected from 150 educators across various types of educational institutions. Partial least squares (PLS), a structural equation modelling approach was used to analyse the direct effect of the four determinants towards the work passion of educators. This study reveals that organizational climate, work motivation and job autonomy had a significant direct effect on work passions. Further, work motivation appeared to be the most influencing determinant towards work passion. This research unlocks a fresh debate window and offers an interesting chance to advance our understanding by examining the current study’s findings in various areas of existence and should not be limited to the education sector. Whilst extensive research has been undertaken to investigate the antecedents of passion in the fields of psychology and marketing, there is no particular study that thoroughly explores the transition from educator to work passion. This research consequently adds to the literature of passion by exploring whether the work passion of an educator can be transmitted in other service industries in Malaysia. In general, this research makes notable theoretical contributions.

Digital transformation constantly changes the work practices and employee experiences of contemporary work environments. Studies have documented the adverse impact of cutting-edge technologies, such as artificial intelligence, algorithmic systems, and digital platforms on employees’ well-being. However, such findings remain fragmented across technologies, disciplines, and well-being constructs, limiting a coherent understanding of how digitally transformed work conditions affect employees. This study systematically reviews the literature on digital transformation and employee well-being to clarify the conditions, mechanisms, and outcomes that are most consistently identified in prior research. Using the Preferred Reporting Items for Systematic Review and Meta-Analyses (PRISMA) method, this study identified, screened, and selected 57 peer-reviewed articles (2014–2025) on digital transformation and employee well-being. The Gioia inductive analytical approach was used to synthesise the reviewed studies and to develop higher-order conceptual dimensions. Five interrelated aggregate dimensions were identified: digital transformation conditions, digital resources and demands, mediating processes, contextual factors, and employee well-being outcomes. The findings indicate that employee well-being depends significantly on how digitally intensified demands and available resources are configured, interpreted, and mediated within specific organisational contexts. This review highlights the need for more temporally sensitive, context-specific, and resource-oriented research, and proposes an integrative framework to guide future research and support the design of healthier and sustainable digital workplaces.

In today’s business world, with an increasingly competitive and dynamic context, the achievement of an organization will not only represent its capability to survive but also its ability to cope with challenging environments constantly. Nevertheless, the organization relies on resilient employees as they attempt to cope with a gradually more turbulent economy, advancement of technology and innovation, and the social environment. This study aims to examine individual factors (emotional intelligence, cynical personality) and demographic variables (gender, age) role in promoting employee resilience at the workplace. Multiple wasar regression, independent sample t-test, and one-way Analysis of Variance were performed using self-reported data from 200 private sector employees. Findings revealed that emotional intelligence significantly influences employee resilience, while a female employee is more resilient than a male worker and middle-aged employees are more resilient as compared to young employees and older employees. Managerial implications and research limitations are discussed in the paper.