Vol. 8 No. 2 (2026)

Open Access

Article

Article ID: 5667

The Quiet Quitting intentions among IT sector employees: Relationship between Return-to-Office mandates and Job Satisfaction

by Niharika Gupta, Dr. Akriti Jaiswal

Human Resources Management and Services , Vol.8, No.2, 2026; 202 Views

The study aims to investigate the impact of the Return-to-Office Mandate policy and job satisfaction on quiet quitting intentions among Information Technology (IT) sector employees. With the end of COVID-19, there is a sudden shift from work-from-home to work from offices. The return-to-office mandates were utilised by the organisations to facilitate these changes. As the employees return to office settings, organisations have found it difficult to maintain engagement. A standardized questionnaire was used to measure return-to-office mandates, job satisfaction, and quiet quitting intentions. The relationship between these factors was examined using regression analysis. The results show that return to office mandates have no significant impact on quiet quitting, whereas job satisfaction considerably raises the intentions of quiet quitting. The study reveals that even highly satisfied employees may exhibit quiet-quitting behaviours, which contrasts with the existing literature. The study’s insights indicate that organisations should shift their focus to intrinsic motivation and actual engagement by looking beyond job satisfaction.

Open Access

Article

Article ID: 5538

Research on digital transformation strategy of human resource management in colleges and universities

by YU ZHENG

Human Resources Management and Services , Vol.8, No.2, 2026; 142 Views

This paper presents a systematic investigation into the core proposition of digital transformation in human resource management (HRM) within colleges and universities. By conducting an in-depth analysis of how digital technologies reshape core functions such as human resource planning, recruitment, training, performance management, and compensation management, and by combining this with lessons learned from typical cases, this systematic research provides theoretical support and a practical pathway for universities undertaking this transformation. Building on this analysis, the paper proposes a set of forward-looking and practical implementation strategies, along with a supporting mechanism, to offer theoretical guidance and practical pathways for institutions undertaking digital transformation initiatives. It further elaborates on the application of digital technologies across key HR functions, including planning, recruitment, training, performance management, and compensation, and draws on practical cases to summarize lessons learned. The findings aim to support higher education institutions in successfully navigating digital transformation, thereby enhancing operational efficiency, strengthening competitiveness, and adapting more effectively to the demands of the digital era.

Open Access

Article

Article ID: 5677

Transformational leadership and project success: The serial mediating roles of team-building and psychological empowerment

by Mohamed Ali Hedhili, Sami Boudabbous

Human Resources Management and Services , Vol.8, No.2, 2026; 89 Views

Project success (PS) remains a major concern in project-based organizations, particularly in complex and resource-constrained environments where leadership, team coordination, and employee motivation are critical. This study examines the relationship between transformational leadership (TL) and PS, with particular attention to the mediating roles of team-building (TB) and psychological empowerment (PE). Using cross-sectional survey data collected in 2025 from 720 project managers in Tunisia’s construction, information technology, and telecommunications sectors through purposive sampling, the study applies regression-based mediation analysis using MINITAB 17, with HC3 robust standard errors and bias-corrected bootstrapping (10,000 resamples). The findings indicate that TL positively influences PS both directly and indirectly through TB and PE. TB also positively predicts PE, supporting a serial mediation mechanism. These results suggest that TL improves project outcomes by strengthening team cohesion and enhancing employees’ PE. The study contributes contextual empirical evidence from Tunisia and provides practical insights to improve leadership and team effectiveness in project-based environments.