Tourism has become a cornerstone of the United Arab Emirates’ national strategy for economic diversification, particularly in emerging destinations such as Al Ain, which is increasingly positioned as a cultural eco-tourism hub. Despite substantial government investments, the long-term success of tourism initiatives relies heavily on the support of residents. Drawing on Social Exchange Theory (SET), this study investigates how residents’ knowledge of tourism development (KT) and trust in governmental decisions (TGD) shape their perceived benefits of tourism (PB) and support for tourism development (STD). A structured online survey yielded 378 valid responses from residents of Al Ain. Constructs were measured using validated Likert-scale instrument, and partial Least Squares structural equation modeling (PLS-SEM) was employed to test proposed relationships. The findings reveal that KT and TGD significantly and positively influence PB and STD, with PB playing a critical mediating role in transforming knowledge and trust into behavioral support. Notably, the direct path from KT to STD was insignificant, underscoring the importance of perceived advantages as a psychological mechanism linking awareness to support. The model explained 58.3% of the variance in PB and 69.2% in STD, indicating substantial explanatory power. Additionally, mediation analysis revealed that both TGD and PB act as significant mediators, illuminating the pathways through which knowledge and trust shape community backing for tourism advancement. Theoretical contributions of the study lie in extending SET to incorporate cognitive (Knowledge) and institutional (trust) antecedents, offering a more nuanced understanding of resident response to tourism development. Particularly, the findings underline the need for policymakers to prioritize transparent communication, resident education, and participatory decision making to enhance community endorsement of tourism initiatives. Tailored awareness campaigns that emphasize both economic and noneconomic benefits can foster stronger alignment between residents and tourism growth objectives.
The Egyptian hotel sector, with a significant gender gap, faces challenges in managing employee relations under new work models. Implementing gender diversity management practices (GDMPs) - such as equal pay and mentoring - is vital to address this gap and ensure equal opportunities. These practices foster an inclusive workplace, which enhances employee commitment, reduces turnover, and improves overall organizational stability and performance. Grounded in the theory of planned behavior and attachment theory, this research comprises two studies; the primary objective of the first one is to investigate the relationship between the implementation of GDMPs, employee engagement - encompassing physical, emotional, and cognitive dimensions - and the intention to stay within the hotel. Additionally, it investigates the role of gender as a moderating variable. While the second one seeks to delineate the specific GDMPs and their resultant effects. This research employs a mixed-methods sequential explanatory design, initiating with the collection of quantitative data through a questionnaire (Study 1) administered to 522 employees within the hotel sector in Egypt, followed by qualitative data obtained from in-depth interviews (Study 2) conducted with 13 employees in similar establishments. The findings indicate that the implementation of GDMPs exerts a positive influence on both employee engagement and the intention to stay. Gender also serves as a moderator within the established relationships in the proposed model. Four sub-themes are identified as components of GDMPs. The implementation of GDMPs culminates in favorable outcomes that can be categorized into three overarching themes: organizational-level, grouplevel, and employee-level outcomes. The research will enrich the hospitality diversity, equity, and inclusion literature and provide valuable practical implications, as it shows implementing gender diversity policies improves employee engagement and reduces turnover, presenting a successful model for human resource management in hotels.
This study aimed to investigate the correlation between transformational leadership and follower Organizational Citizenship Behavior (OCB) within law enforcement agencies, particularly focusing on the Royal Malaysia Police. Using a quantitative approach, transformational leadership traits were assessed based on leader perceptions. The modified Multifactor Leadership Questionnaire (MLQ) 5x Short was utilized to measure four dimensions of transformational leadership: Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration. Additionally, a modified OCB scale evaluated the relationship between these leadership traits and followers' organizational citizenship behaviors, specifically Altruism, Sportsmanship, and Courtesy. In alignment with Islamic leadership principles, transformational leadership is seen as a trust (amanah) that encourages moral excellence (ihsan) and mutual cooperation (ta'awun) within the organizational framework. The literature review examined both contemporary leadership theories and Islamic ethical perspectives, highlighting the intrinsic connection between ethical leadership and voluntary positive behavior. The findings suggest that transformational leadership positively influences follower OCB. The study provides valuable insights into how leadership that embodies both transformational and Islamic ethical principles can significantly shape follower behaviors in a law enforcement context. Future research is encouraged to deepen this integration to enhance organizational integrity and performance.
This study investigates the influence of employability on employment performance among graduates of applied technology universities in Henan Province, China, through the lens of Islamic Work Ethics. Employability is conceptualized as a multidimensional construct comprising professional skills, problem-solving abilities, and teamwork competencies widely recognized by employers and educators as critical for workplace success. Guided by Islamic values such as ihsan (excellence), amanah (trustworthiness), ijtihad (intellectual effort), and shura (consultation), the study examines how these dimensions contribute to graduates' employment outcomes. Using a quantitative approach with a sample of 411 respondents, structural equation modeling results show that professional skills (/3 = 0.331, p < 0.001), problem-solving (/3 = 0.283, p < 0.001), and teamwork (/3 = 0.271, p < 0.001) significantly enhance employment performance. The findings highlight that while technical competence remains the strongest predictor, adaptability and collaboration also play essential roles in shaping long-term career success. From an Islamic ethical perspective, employability is not only an economic asset but also a moral responsibility to serve society with integrity, cooperation, and excellence. This study contributes to the employability literature by integrating Islamic Work Ethics into an empirical model, offering practical recommendations for higher education institutions and policymakers to align skill development with both labor market demands and ethical imperatives.
This study investigates the correlation between authentic leadership and employee commitment to organizational change, a critical area with limited exploration in leadership research. While employee attitudes are pivotal for change success, few empirical studies have focused on the relationship between authentic leadership and commitment to change, particularly within higher education. From an Islamic perspective, leadership is seen as an amanah (trust) bestowed by Allah (SWT) that demands justice ('adl), sincerity (ikhlas), and responsibility. The Prophet Muhammad (PBUH) emphasized, "Each of you is a shepherd, and each of you is responsible for his flock." (Sah & imacr;h al-Bukh & amacr;r & imacr;, Hadith 893). Using a quantitative, cross-sectional survey of employees in Malaysian higher education institutions (n = 257), the study found significant positive correlations between authentic leadership and all three dimensions of commitment to organizational change: affective (r = .18, p < .001), normative (r = .16, p < .001), and continuance commitment (r = .15, p < .001). These findings suggest that authentic leadership, rooted in ethical conduct and trustworthiness, plays a meaningful though modest role in enhancing employee readiness for change. The results offer practical insights for leaders seeking to drive successful transformations aligned with both organizational needs and Islamic ethical standards. Using a quantitative, cross-sectional survey, this study found significant positive correlations between authentic leadership and all three dimensions of commitment to organizational change: affective, normative, and continuance commitment. These findings suggest that authentic leadership, rooted in ethical conduct and trustworthiness, plays a vital role in enhancing employee readiness for change, offering practical insights for leaders to drive successful transformations aligned with both organizational needs and Islamic ethical standards.
