Improving Accessibility for Work Opportunities for Adults With Autism in an End-to-End Supported Workplace Program: Protocol for a Mixed Methods Cohort Study

- Employee engagement and retention are critical factors influencing organizational success, particularly within the technology sector, which faces unique challenges due to rapid innovation, high competition for talent and evolving workforce expectations. This paper provides a detailed examination of effective strategies employed by tech companies to enhance employee engagement and retention. Drawing upon recent studies, industry reports and case examples, the analysis highlights key practices and their impact on organizational outcomes. The study emphasizes professional development, flexible work arrangements, recognition and reward systems, inclusive work culture, onboarding processes, employee well-being and the use of technology in HR practices. The findings contribute to a better understanding of how strategic HR initiatives can foster a committed and high-performing workforce in the tech industry. Key Words: Employee Engagement, Employee Retention, Technology Sector, HR Strategies, Workforce Development

Employee benefit programs play a pivotal role in enhancing work-life balance and job satisfaction, contributing to organizational success. This study examines the impact of benefit programs such as flexible work arrangements, wellness initiatives, and mental health support on employee well-being and engagement. Drawing on secondary data from academic literature, industry reports, and global HR surveys, the research highlights that well-structured, personalized benefits significantly improve employee satisfaction and retention. However, challenges like poor communication, underutilization, and lack of customization hinder their effectiveness. The findings emphasize the mediating role of work-life balance in fostering employee commitment and productivity. Managerial implications suggest the need for data-driven benefit strategies and inclusive workplace cultures. The study also identifies gaps in implementation, particularly in SMEs, and calls for future research on emerging trends like digital wellness and hybrid work models. Keywords: Employee benefit programs, work-life balance, job satisfaction, organizational performance, HR strategies, employee well-being.

Human errors are known as the most serious threats to information security in Electronic Health Record systems. Nevertheless, human errors can be prevented through effective information security awareness training programs. Even though there is an increasing number of training and awareness programs in the area of information security, there is limited evidence to verify their effectiveness in a real job environment. The aim of this paper is to review and evaluate some of the existing guidelines for developing an awareness training program. These guidelines can help organizations to identify security awareness training needs and develop a training plan. However, Despite the valuable inputs provided by these guidelines, there are shortcomings that are discussed in this paper.

Employee retention is an important issue for manufacturing companies, especially in the face of a shortage of qualified workers. The company's ability to retain potential employees is crucial, because retaining competent employees is more effective than looking for new employees. Career development and employee well-being programs are considered important factors in increasing loyalty and job satisfaction, which in turn can reduce employee turnover rates. This study aims to examine the influence of career development and welfare programs on employee retention in manufacturing companies. The research method used was qualitative with a purposive sampling approach, involving 60 respondents who worked for more than two years. The variables studied included career development (dedication, commitment, passion, and learning) as well as welfare programs (salary, supervision, co-workers, and communication), which were associated with employee retention (working conditions, vision and mission, work attitudes, and work assessments). The results of the study show that clear career development and supportive wellbeing programs significantly increase employee commitment, loyalty, and retention. The practical implications of these findings are the importance of companies offering appropriate career development opportunities and adequate wellbeing programs to create a productive work environment and high employee loyalty.

Employee well-being has become a strategic priority for organizations in India amid rapid economic growth, technological disruption, and evolving workforce expectations. This conceptual paper examines the multidimensional nature of employee well-being—encompassing physical, psychological, social, financial, and work-life dimensions—within the Indian cultural and organizational context. India’s collectivist values, hierarchical structures, and increasing work-related stress significantly influence how well-being is perceived and implemented in workplaces. The paper highlights key organizational initiatives such as wellness programs, mental health support, flexible work policies, learning and development, and inclusive practices that contribute to employee well-being in diverse sectors. Despite growing awareness, challenges such as mental health stigma, limited resources in small and medium enterprises, high workloads, and uneven access to wellness initiatives persist. The study also explores the rising role of technology, including digital wellness platforms, teletherapy, AI-driven analytics, and HR data systems, in enhancing employee well-being. Evidence suggests that improved well-being positively correlates with productivity, engagement, retention, and organizational performance. The paper concludes that fostering employee well-being in India requires a holistic, culturally sensitive, and future-oriented approach, positioning well-being as a core driver of organizational excellence and sustainable growth.

Introduction: This paper investigates the complex links between ethical leadership practices, employee occupational stress, well-being, and turnover intentions in India's hotel business. This research draws on theoretical frameworks to investigate how job demands, work-family spillovers, and individual personality factors influence employee well-being and turnover intentions. Prioritising outcomes such as emotional well-being and turnover intentions provides a more comprehensive view of the elements that influence employee satisfaction and retention. The study's comprehensive methodology seeks to bring insight on how hospitality organisations may better assist their personnel, resulting in a healthier and more sustainable workplace. Objectives: This study assesses how ethical leadership affects employee turnover intentions in India's hospitality sector. It focuses on the mediating effect of occupational stress and well-being and the moderating effect of work-life balance. Methods: This study collected data using a survey of frontline employees from 18 hospitality firms. The study analyzed 283 respondents' data to test the set hypothesis. A moderated mediation model was assessed using PROCESS macro for SPSS to test the assumed relationships. Results: The results display that ethical leadership reduces turnover intentions through its positive impact on employee well-being and its support to mitigate occupational stress. Work-life balance strengthens these effects, highlighting its critical moderating role. Conclusions: Using the principles of the Job Demands-Resources model and Conservation of Resources theory as central to this study, this study assesses how ethical leadership affects employee-related concerns, such as turnover intentions, stress, and well-being. This study promotes ethical leadership practices and implementation of policies supporting work-life balance to improve employee well-being, moderate turnover, and increase organizational outcomes in the hospitality sector.

The purpose of this scientific article is to provide qualitative insights and descriptions that the variables related to employee engagement, employee turnover and employee retention are important for organizations to be used as a foundation, as well as for other interests. Qualitative research methods can provide valuable insights in analyzing employee engagement, employee retention, and employee turnover. A qualitative approach is focused on understanding an individual's experiences, perceptions, and behaviors and can help uncover the reasons and motivations behind them. One approach in qualitative research in this context can be done through in-depth interviews with employees to explore their perceptions of the factors that affect employee engagement, employee retention, and employee turnover, the strategies implemented must be holistic, involve various dimensions of human resource management, and be directed to create a work environment that motivates and supports career development and overall employee well-being.

Artificial Intelligence (AI) is transforming the field of Human Resources (HR) and mental health support, offering unmatched opportunities to prioritize and enhance employee well-being, engagement, and organizational efficiency. The amalgamation of AI and HR is revolutionizing organizational practices, enhancing both operational efficiency and employee well-being. AI's ability to automate recurring tasks, analyze voluminous datasets, and provide real-time insights is introducing new paradigms of mental health interventions. Witnessing the trend, it is worthwhile to explore how AI-driven tools are streamlining HR functions, reducing bias, personalizing employee experiences, and offering timely mental health support. Hither-to this revolution, there are also mounting speculations regarding the ethical considerations surrounding data privacy, fairness, and the risk of over-reliance on AI in sensitive areas. On this background, this research study explores the revolutionary potential of AI across various HR functions while examining its role in personalized mental health support.

Employee retention in the healthcare sector is a key determinant of organizational growth and service delivery. The healthcare industry faces unique challenges in retaining skilled professionals, where demand for quality healthcare services is on the rise. This study investigates the factors influencing employee retention in healthcare organizations. The study investigates how employee engagement, job security, company culture, work environment, and recognition affect retention rates. Additionally, it assesses how work-life balance efforts, mentorship, and training programs contribute to employee loyalty. This study advances our knowledge of employee retention in the healthcare industry by providing insightful information that can inform policy and decision-making. This research contributes to the broader understanding of employee retention in the healthcare sector, offering valuable insights that can guide policy and decision-making for healthcare institutions. Ultimately, the study highlights that a strategic focus on employee well-being and career growth not only helps in retaining talent but also enhances the overall quality of healthcare services. Keywords: Employee, Retention Health care sector, strategies

Human resource cost management is a crucial aspect of corporate business strategy to ensure a balance between employee welfare and profitability. This study aims to analyze the impact of human resource cost management on employee welfare and its effect on corporate profitability, using GoTo Group as a case study. A quantitative approach is applied with a linear regression analysis method to examine the relationship between the independent variable (human resource cost management), the mediating variable (employee welfare), and the dependent variable (corporate profitability). Data were collected through employee surveys at GoTo and an analysis of financial reports and HR policies. The results show that human resource cost management significantly affects employee welfare (β = 0.45, p-value = 0.000), while employee welfare positively contributes to corporate profitability (β = 0.30, p-value = 0.001). These findings suggest that cost efficiency strategies that consider employee welfare can enhance productivity and corporate competitiveness. Additionally, work flexibility plays a vital role in improving employee satisfaction and retention. This study recommends that technology-based companies such as GoTo Group develop data-driven strategies to optimize sustainable HR policies that positively impact long-term profitability.

Employee well-being has become a major factor in organizational success and sustainability, businesses are implementing increasingly complex human capital management techniques.This study explores how data-driven insights can be used to promote healthier, more productive work environments by examining the relationship between HR analytics and employee well-being.Organizations can monitor important metrics like employee engagement, stress levels, absenteeism, and turnover with the help of HR analytics tools like predictive modeling, artificial intelligence, and machine learning.This allows for the early detection of problems and the creation of customized interventions.Enhancing work-life balance, increasing employee satisfaction, and providing better mental health support have all benefited greatly from HR analytics.However, there are serious ethical issues with the growing reliance on analytics, including as data security, employee privacy, and the possible decline in human empathy in decision-making.This study also examines the difficulties in applying HR analytics, including data biases and the requirement for precise and useful insights.The future of HR analytics and employee well-being is anticipated to be shaped by the incorporation of new technologies, such as wearable health devices and AI-driven emotional intelligence platforms.The study comes to the conclusion that although HR analytics has a lot of potential to improve well-being, its application needs to be done with ethical concerns and an emphasis on upholding human-centric workplace practices.

Employee turnover is stated as a huge issue concerning business organizations in Qatar. The organizations in the food and beverage industry of Qatar try to retain the employees by using suitable and appropriate human resource policies. Consequently, the paper analyzed the influence of human resources management practices on employee’s retention in the food and beverage industry of Qatar. In the present study, the researcher used a simple random sampling method to select the employees in the F&B industry in Qatar to minimize the chances of sampling error or fluctuations and biases in the data. According to the sample size calculation, 41 samples were used for data collection. But only 35 respondents were given responses to questionnaire filling. Therefore, 35 samples were only used in this study. Thus, a survey questionnaire was the research instrument. The questionnaire contained 14 close-ended questions, divided, into two sections, demographic and non-demographic. Considering the study objectives, the quantitative, data analysis method was applied in this study. The survey responses were converted into numeric values as those were collected through a replicable scale. Inferential, reliability, correlation and multiple regression analysis were applied to test the hypotheses. The study concluded that HR Recruitment policy, Training, and development program, Performance appraisal system; Reward system are important determinants of employee retention in the food and beverage industry of Qatar. Specifically, the reasons for increasing employee's turnover are lack of growth opportunities, poor communication, improper promotional activities, and misalignment of culture and value system, lack of decision-making ability, employee welfare, work-life imbalance and regular changes in job responsibilities. The study, therefore, recommended the following: greater employee’s involvement in the HRM policy formulation and implementation, improved employee’s compensation, social recognition, efficient top management support, as well as improved training and development in the food and beverage industry in Qatar.

<ns3:p> Background This study examines the impact of toxic leadership on employee well-being and turnover across various industry sectors in the United Arab Emirates. Toxic leadership, marked by manipulative and hostile behaviors, has been associated with negative employee outcomes. However, limited research has jointly explored these effects with the moderating roles of organizational commitment and shift timing in this regional context. Grounded in Social Exchange Theory, Psychological Contract Theory, and Conservation of Resources Theory, the study investigates how toxic leadership influences employee well-being and turnover and whether organizational commitment, shift timing, and industry sector moderate these relationships. Methods A quantitative survey design was used, involving responses from 300 employees representing diverse sectors. Regression analysis and structural equation modeling were applied to assess the direct and moderating effects of toxic leadership on well-being and turnover. The analysis examined model significance, variance explained, and moderation through interaction terms while confirming validity and reliability through AVE, HTMT, and VIF metrics. Results Toxic leadership significantly reduced employee well-being (R = 0.445, R <ns3:sup>2</ns3:sup> = 0.198) and increased turnover (R = 0.422, R <ns3:sup>2</ns3:sup> = 0.178). Organizational commitment moderated the toxic leadership–turnover relationship (B = 0.2124, p = .0088) but did not moderate the toxic leadership–well-being relationship. Shift timing and industry sector showed minimal moderation with negligible variance explained. The structural model demonstrated good fit and explanatory power for turnover (R <ns3:sup>2</ns3:sup> = 0.582) and workplace behavior (R <ns3:sup>2</ns3:sup> = 0.373), confirming acceptable reliability and validity indices. Conclusion Toxic leadership detrimentally affects employee well-being and retention across all sectors. Organizational commitment partially buffers these effects on turnover but not on well-being. Findings highlight that reducing toxic leadership behaviors is essential for employee health and organizational stability, as contextual factors like shift timing or sector offer limited protective influence. </ns3:p>

Occupational stress is a pressing issue for small- and medium-sized enterprises (SMEs), which are particularly vulnerable due to limited resources and unique challenges. Effective leadership is pivotal in mitigating stress and promoting workplace well-being, yet existing leadership training programs often lack a focus on relational competencies, which has been found as a core competency in fostering well-being among both leaders and employees. This study aims to evaluate a mentalization-based leadership training program designed to enhance relational competencies and improve employee and leader well-being in SMEs. The intervention study uses a quasi-experimental design with repeated measures at four time points. The estimated inclusion of participants counts 100 leaders and 700 employees from SMEs across various industries in Denmark. The program integrates mentalization theory with relational leadership theory, focusing on enhancing leaders’ capacity to mentalize, which is the capacity to understand and interpret mental states in oneself and others. The training program consists of five monthly in-person modules and four online modules. Linear mixed-effects models are used to examine effectiveness, and a mixed-method process-evaluation is applied to evaluate the implementation and training transfer. This study addresses critical gaps in leadership training by targeting relational competencies necessary for enhancing well-being among employees and leaders. The study hypothesizes that the training program will enhance leader and employee well-being, foster psychological safety and improve the psychosocial safety climate. Changes in leaders’ mentalizing capacity and relational leadership behaviors are anticipated to mediate these outcomes. By emphasizing mentalization as a core relational competency, the findings aim to contribute to evidence-based strategies for improving occupational mental health in SMEs, offering practical implications for public health interventions. This study was registered on the Open Science Framework (OSF) under the identifier https://osf.io/4nwc8 on October 20, 2024.

This study aims to explore the role of reward, work-life balance, career development, job satisfaction, and employee well-being in influencing employee retention. The research was quantitative and collected data cross-sectionally from the Manufacturing Industry sector in the Cikarang area in 2024. The study will examine independent variables, including Reward, Work-life Balance, and Career Development, and their impact on dependent variables such as Job Satisfaction, Employee Well-being, and Employee Retention. The results of the hypothesis test show that the better the reward received by operator employees, the better it has a good influence on Job Satissefaction. The better the Career Development owned by the operator employees in the manufacturing industry, the more it improves the welfare of the operator's employees. It is concluded that if employees have opportunities for career development at the company where they work, it will increase the level of job satisfaction.