In human resource management, the term "quiet quitting" refers to employees who stop working beyond their job description, instead putting in just the minimum effort at work. The present study aimed to investigate the impact of quiet quitting, operationalized as discontinuation an as far slow disengagement of faculty, on three main outcomes: academic standards, satisfaction among students and research output. Research has shown that students thrive in supportive environments where they receive encouragement and individualized attention from faculty. When faculty members adopt a quiet quitting mentality, students may perceive a lack of commitment and support, leading to feelings of alienation and dissatisfaction. This disconnect can have serious implications for retention rates, as students are more likely to withdraw from their studies when they do not feel valued or motivated by their instructors. Nexus to the consequences, this study adopted Job Demands-Resources (JD-R) Theory as a theoretical lens faculty members' Psychosocial demands of the job, and Capabilities job resources can indeed have sweeping influence on their engagement and therefore output in those areas. From this theoretical framework derived the research objectives and hypotheses that provide a systematic way of exploring the complex interactions among these factors. The literature reviews also showed that there is a large void within higher education concerning faculty engagement, specifically in relation to the quiet quitting phenomena. This study addressed the significant concern of decreasing faculty engagement and its effect on educational performance. This research might help educational leaders to develop strategies for increasing faculty motivation and commitment, by shedding light on these problems. In doing so, the proposed framework paves the way for further investigations. The quantitative study may have conducted in public sector universities then could establish the relationships as proposed in this study. These findings will further development a richer understanding of faculty engagement processes and their work with academic outcomes, providing institutions with guidance about how to help create a more engaged and motivated academic workforce.

Talent management has drawn significant consideration across the globe. However, talent management has remained underexplored in developing business sectors, especially, in the banking area. This exploration expects to fill the gap by investigating TM practices in the banking area of the developing country Pakistan. This study was conducted in the Khyber Pakhtunkhwa province Pakistan in private banking sector. For this study quantitative research methodology was used. The main purpose of this study was to examine the direct relationship amongst TM activities and organizational commitment. While, mediating role of employee emotional intelligence was also examined amongst TM Practices & organizational commitment. For sampling Taro Yamane formula was used to choose the total sample size of 341 employees who were working as managers, supervisors, senior officers and officers. For measurement already adopted instruments were used. The Cronbach's alpha value of TM practices (.956), organizational commitment (.880), and emotional intelligence (.906) determine strong reliability. The study finding indicated that there is positive significant relationship amongst TM practices and organizational commitment, while, emotional intelligence partially mediate the relationship between these two variables. So, if Talent management practices are properly implemented, it will increase organizational commitment & employee’s emotional intelligence amongst various categories of employees. Furthermore, this study also add possibly valued implications for theory, practice, and future research.

The objective of this study is to explore the four happiness hormones serotonin, dopamine, oxytocin, and endorphins and their association with HR practices in improving organizational effectiveness. Through investigation into these linkages the research aims to propose a model for future research, as a basis for follow-up in the area of organizational psychology. The value of this study is in its ability to direct HR strategies that focus on employee happiness as a means to enhance productivity and lower the organization’s turnover. The literature review exposes the growing recognition of the importance of happiness at work, including via the framework, Happy-Productive Worker Theory (HPWT), which purports that the happiness of employees is positively correlated to productivity and organizational effectiveness. This theoretical base paves a good ground to understand how such HR practices can lead to a work place flourishing. The paper develops a set of hypotheses about the relationship between HR practices, happy hormones and organizational outcomes. These hypotheses will be empirically validated, which will not only enrich the existing literature but also provide implications for HRM in practice. Methodologically, the study uses a quantitative design, using a structured survey instrument to collect data from the employees of the Khyber Pakhtunkhwa Health Care Organization (KPHCO). Random sampling method will be used to obtain a representative sample, which will contribute to the generalizability of the results. The data analysis would consist of SEM and PLS involving the reciprocal relationships among the variables. In summary, this study has attempted to contribute to the empirical evidence on the relationship between happy hormones and HR policies and practices, offering a model for potential future research. By investigating the importance of employee happiness within the organization, the study highlights the importance of HR workplace strategies to help build a more engaged happier and more productive workforce. Its results offer substantial implications for theory and practice of HRM and organizational psychology. In highlighting a direct link between HR and the release of happy hormones, the research further emphasizes how vital it is to put employee happiness first to improve organizational efficiency. These learnings can enable HR practitioners to formulate specific HR plans designed to create a positive work environment, thereby increasing employees’ satisfaction and productivity. It is then necessary to empirically test the proposed model in several organizational contexts in order to test its effectiveness. By developing cross-disciplinary collaborations, next studies may contribute to both academic learning and applied practice about work effectiveness and dynamics.

This study examine the relationship between workforce diversity and employee engagement. Furthermore, the mediating effect of inclusion was also examined between workforce diversity and employee engagement. This study was conducted at public universities in Pakistan's Malakand division, Khyber-Pakhtunkhwa. For this purpose cross sectional, quantitative study and survey research methodology was adopted. The sample size of 191 faculty members were selected from the total population of 380 in selected public sector universities in Malakand Division. The sample was selected by Krejcie & Morgan (1970) sampling formula technique. For measuring variables the previously adopted questionnaires were used. The result showed that workforce diversity has significant effect on employee’s engagement, while inclusion play as a mediating role between these two variables. Therefore, diverse workforce gives every business a competitive edge because it encourages employees to contribute positively to the mission and vision of the company. Further, Inclusion is also emphasized in the research, which is essential for any business to include employees in all decision and treat them as an asset and makes them feel valued and respected. Therefore, diversity initiatives must be complemented with strong inclusion practices. This includes establishing clear inclusion policies, celebrating cultural differences, and ensuring all voices are heard in meetings and decision-making processes. Further, organizations should encourage environments where employees from all backgrounds feel safe to express ideas, provide feedback, and raise concerns. Inclusive communication strengthens the connection between diversity and engagement. Keywords: Employee Engagement, Inclusion, Workforce Diversity

The low-carbon transition is increasingly mineral-intensive, raising the question of whether industrial-metal market conditions coincide with different carbon-intensity adjustments across inherited mineral structures. We examine 45 Asian and Pacific economies over 2005–2022 (756 economy-year observations), combining a real aluminium–copper–nickel–tin–zinc price index with predetermined mineral dependence measured from 1995–2004 non-fuel mineral rents. Economy and year fixed-effects estimates indicate a positive exposure gradient: across the interquartile exposure difference, a one-standard-deviation larger annual metal-price movement is associated with a 0.00577-log-point (0.58%) differential in annual carbon-intensity change. Design-aware inference is weaker than conventional economy-clustered inference (economy-CR2/Satterthwaite p = 0.0571; exact circular-shift p = 0.0556). The accounting decomposition yields point estimates of 0.0097 for primary-energy intensity and 0.0012 for CO₂ per unit of primary energy, although their difference is not statistically distinguished under CR2 inference. Allowing world industrial activity and oil-price movements to separate mineral dependence slopes reduces the focal coefficient to 0.00448 (p = 0.474), and identifying support is concentrated among materially mineral-dependent economies. The evidence documents a bounded exposure-conditioned association embedded in the wider industrial and commodity cycle. For planning, the findings support assessing energy demand, efficiency, and the carbon characteristics of supporting energy supply alongside mineral development decisions.