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The devastating impact of COVID-19 on businesses has led to the redefinition of workforce resilience. This study hence explores workforce resilience factors that will be important in the post-COVID-19 era. It investigates whether these factors perform differently in the manufacturing vs. the service sector and in small and medium enterprises (SMEs) vs. large firms. Sixty-five firms were studied in Malaysia and analyzed through Rasch modelling. The results indicate that three workforce resilience factors (positive thinking, sense of responsibility, and emotional control) are difficult to overcome in the manufacturing sector. Regarding the SMEs and large firm contexts, six workforce resilience factors (positive thinking, differentiation, degree of involvement, sense of responsibility, cognitive processes, and innovation) are complicated for SMEs. In comparison, two workforce resilience factors (work–life balance and decision-making) are difficult for large firms. Capitalizing on these findings, managers in various organizations (manufacturing vs. service and SMEs vs. large firms) can adopt different strategies to leverage workforce resilience post-COVID. Moreover, government agencies can use these findings for policy-making when leading post-COVID-19 projects and initiatives. [ABSTRACT FROM AUTHOR]

In today's volatile, uncertain, complex, and ambiguous (VUCA) environment, it is crucial to consider employees as an integral part of the broader picture. The COVID-19 outbreak has brought about significant changes in employment practices. Remote work, shortened workweeks, and hybrid work arrangements are increasingly common. Some argue that these changes have led to higher job satisfaction, better work-life balance, and improved mental health. However, some leaders and industry stakeholders are apprehensive about this transition. Therefore, this study aims to determine a balanced approach that can safeguard employee well-being without compromising the industry's interests and the country's economic stability. [ABSTRACT FROM AUTHOR]

Experiential Quality has become extremely important for coffee outlets industry due to the highly competitive environment. The main objective of this study is to analyze the quality of the coffee outlets to win more customers in Malaysia. This study specifically design to investigate the existing literature on experiential quality comprising Interaction quality, Physical environment quality, Outcome quality and Affective quality. Researcher used a self-administrated questionnaire survey with a sample size of 200 respondents from various coffee outlets in Selangor, Malaysia (One of the state with high population in Malaysia). The Findings shows that Interaction quality, Physical environment quality, and Outcome quality have direct effect on experimental quality among coffee lovers. Affective quality shows an negative effect on experiential quality. Coffee is one of the global product. Coffee sold at branded coffee outlets are niche market product. Coffee outlets industry is a classified destination of consumers with intrinsic value of coffee. Coffee outlets offer typical coffer qualities in attractive environment to withhold coffee lovers. This special product is consumed by middle income and higher income social class consumers. The findings further implied coffee outlets focused at managing coffee lovers' service quality expectation to create and enlarge greater coffee loyalist for sustainable competitive advantage. [ABSTRACT FROM AUTHOR]

This research paper explores the turnover intention among manufacturing industry employees in Malaysia. Four variables were studied: role overload, role ambiguity, role conflict, and work-family conflict. The survey results collected from 153 employees from manufacturing companies in Malaysia. The analysis been obtained via SEM-PLS. Total four hyphotheses were tested. Positive results obtained for role overloaded towards turnover intention. Negative results obtained for role ambiguity, role conflict, and work-family conflict. Based on the findings all the manufacturing recognize importance of staff retention for superior value for an organization. [ABSTRACT FROM AUTHOR]