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The effects of organizational culture, psychological safety, and perceived leadership integrity on employee voice in organizations are evaluated in this paper. Ten (10) companies in South Africa and Nigeria's financial, service, and manufacturing sectors served as the sample for this research. Intentionally, surveys were disseminated to 200 employees from five workplaces in Nigeria and 200 employees from five workplaces in South Africa. To test the investigation's hypotheses and collect data on participants' opinions on corporate culture, psychological safety, leadership integrity, and employee voice, 400 people were recruited. One hundred eighty-one (180) surveys were discovered in Nigeria, while one hundred eighty-three (183) surveys were found in South Africa. The data was collected and analyzed using SPSS version 29 (Statistical Packages for Social Sciences). According to this study, perceived leadership integrity positively and significantly impacts employee voice in South African and Nigerian organizations. It also showed how employee voice in South African and Nigerian organizations is favorably influenced considerably by perceived leadership integrity. Further, it demonstrated how perceived corporate culture favorably influences employee voice in South African and Nigerian organizations. Additionally, this study showed how employee voice in South Africa and Nigeria is positively impacted by perceived leadership integrity, psychological safety, and organizational culture. [ABSTRACT FROM AUTHOR]

This investigation seeks to answer the research question of how employee creativity (EC), employee polychronicity (EP), high-performance human resource practices (HPHRP), and perceived organizational culture (POC) impact work engagement (WE) inside organizations in the 4IR period. Nine (9) businesses in Nigeria's Lagos, Ogun, and Oyo States served as the study's sample. Data for this examination were gathered using a cross-sectional survey methodology, and respondents who agreed to participate in the investigation were randomly assigned questionnaires. Consequently, a simple random sampling method was used to select participants. Analysis using statistical software for social sciences (SPSS version 28) was performed on 261 of the 270 distributed questionnaires that were recovered and determined to be useable. This study demonstrated how POC, EC, EP, and HPHRPs all have a substantial, positive, and independent influence on the improvement and sustainability of WE in Nigerian companies operating in the 4IR era. In light of this, the research's findings have helped sustain workplace engagement during the fourth industrial revolution, notably in Nigeria. The literature on creativity, polychronicity, high-performance human resource strategies, corporate culture, and job engagement has also benefited from its contributions. [ABSTRACT FROM AUTHOR]

This research investigates the impacts of organizational learning and resilience on adaptive performance within the banking industry during the 4IR. This study implemented a cross-sectional survey approach, having its sample (250 employees), purposively obtained from five (5) Lagos State of Nigeria's banks. These five (5) banks are First City Monument Bank Limited, Zenith Bank Plc, United Bank for Africa Plc, Guarantee Trust Bank Plc, and First Bank of Nigeria Plc. The current researchers encouraged voluntary participation and guaranteed respect for related ethical matters. Two hundred and forty-six (247) surveys were successfully retrieved and suitably utilized. Data recovered was cleaned and analyzed with Statistical Packages for Social Sciences (SPSS vs. 28). This paper confirms that organizational learning and resilience independently and significantly increase and sustain positive adaptive performance. This investigation also found that organizational learning and resilience significantly and jointly impact adaptive performance. Hence, management within Nigeria's banking industry should consider adopting more organizational learning programs and exercises for the varied circumstances and contests from the fourth industrial revolution. Moreover, the management and leaders within Nigeria's banks should adopt human resource practices that cultivate the mastering of transformative activities, making the most disruptive surprises that potentially impend organization survival in the fourth industrial revolution. [ABSTRACT FROM AUTHOR]