The effect of pay equity on organizational commitment in higher education institutions in Bangladesh

Public and private education can unlock different doors and help to flood the country with a rising power, sunlight and sustainable development. Hence, this paper argued that there is a need to sustain both public and private higher education. Financial difficulties restrict private higher education from balancing their budget and maintain a balance between a quality education and maximization of shareholders wealth. This paper outlines and analyzes a critical business model for higher education institutions, Dhofar University and Majan College, both of which are publicly traded in Muscat Securities Market. Both the educational institutions are critically examined from profitability, liquidity, long term solvency and asset management perspective using appropriate financial ratios. Five year forecasts of financial statements up to 2021 are estimated to evaluate the financial stability of the two educational institutions. The paper uses Monte Carlo simulation technique to examine the issue of financial sustainability. Overall the finding shows positive financial results for Majan College compared to Dhofar University. The key take away from the analysis is that educational institutions should be funded primarily by equity and not by debt to survive, sustain and provide high quality education.

In the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.

The Covid-19 outbreak has forced various organizations to adjust work designs to comply with health protocols. Flexible work arrangement is a model that is widely used, including flextime and work from home. This study analyzes the impact of flexible work arrangements on affective commitment, job satisfaction, organizational citizenship behavior, and work engagement, which lead to employee happiness. A total of 405 respondents who work in local governments in Indonesia participated in an online survey using the snowball sampling technique. Data were analyzed using partial least squares. This study found a significant effect of flexible work arrangements on affective commitment and organizational citizenship behavior. It means that employees perceive a flexible work arrangement policy as an organizational effort to protect employees from Covid-19. Thus, it makes employees showing their affective commitment and willingness to have organizational citizenship behavior. In addition, job satisfaction, organizational citizenship behavior, and work engagement have been shown to affect employee happiness. This finding has implications for leaders to develop flexible work arrangements as alternative work designs, especially during times of crises such as a pandemic. Further research recommendations are emphasized to examine other flexible work arrangements according to contextual needs.