Effect of organizational culture on organizational learning, employee engagement, and employee performance: Study of banking employees in Indonesia

The development of human civilization is related to the constant change of economic formations, and the current social and economic situation is determined by such concepts as Society 5.0, Fourth, and Fifth Industrial Revolutions (FIR, FiIR). The paper aims to estimate the change of human role in each economic formation caused by industrial revolutions. A structured review methodology with a focus on biological, labor, and personal entity of human within the industrial revolutions is used. The description of the changes between the biological, labor, and personality entities of human in various socio-economic formations is discussed. The human as a biological entity is not changed in the first four industrial revolutions, while the FiIR tries to change the biological entity through augmenting the physical capacity. The human as a labor entity is not changed in the first three industrial formations, while the FIR tries to replace the majority of physical human jobs and opens the gate for creative economy and decisions-making. The direct labor participation is minimized within FIR since the economic systems move to the transition to the dominant role of cyber-physical systems. The personal human development is triggered within the FiIR, since informational diversity in economic systems is actualized, and conditions for creative jobs within the creative economy are formed. The biological, labor, and personality entities of human are sequentially actualized within the economic formation caused by industrial revolutions.

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.

Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.

This study examined the influence of work-life balance, work stress, employee engagement, and working environment on employee wellbeing in the banking sector of Pakistan. Due to complex human resource policies in Pakistan, employee wellbeing is neglected in several banking institutions; this study addresses a research gap in this way. Drawing upon job demands-resources theory, the study employed a quantitative methodology through a survey of 360 employees from private and public banks in Pakistan. The results from PLS-SEM (Partial Least Squares Structural Equation Modeling) demonstrate that employee engagement and work stress are significantly related to employee wellbeing, while working environment has a significant interactive effect between employee engagement and employee wellbeing. Theoretically, the study contributes to broadening the existing literature on human resource management. Practically, this study provides guidelines to human resource practitioners, managers, and policymakers on devising strategies for their employee wellbeing in going forward.

Acknowledgment
This work was supported by the Internal Grant Agency of Tomas Bata University in Zlin under the Projects No. FaME TBU No. IGA/FaME/2020/010 and IGA/FaME/2019/008. The authors would like to extend their appreciation to Prof. Boris Popesko (Vice-Dean for Research and Business Liaison) at the Faculty of Management and Economics for facilitating the financial readiness of this project.