Siti Norasyikin Abdul Hamid

Purpose: This study develops and empirically validates a Predictive Human Capital Intelligence (PHCI) framework that treats interpersonal conflict not merely as an organizational behavior problem but as a competitive intelligence signal for detecting human capital risk. The study examines whether a formal CI architecture—based on signal collection, behavioral pattern analysis, dissemination to decision-makers, and preventive use—can predict and reduce employee turnover intention before conflict escalates into emotional exhaustion. Design/methodology/approach: A quantitative cross-sectional design collected data from 312 knowledge workers across information technology, financial services, telecommunications, and consulting industries. Moderated-mediation structural equation modeling (SEM) with bootstrapping (5,000 resamples) tested whether CI orientation—operationalized as systematic collection, analysis, dissemination, and use—attenuates the conflict–exhaustion pathway and channels task conflict toward retention. Findings: Relationship conflict functioned as a valid predictive intelligence signal (β = 0.542, p < 0.001). Emotional exhaustion served as the diagnostic threshold at which the signal converts to strategic risk (indirect β = 0.333, VAF = 64.5%). The CI intelligence system attenuated the signal–risk relationship by 36.5% (β = −0.284, p < 0.001). Task conflict reduced turnover intention exclusively under high CI conditions (β = −0.391, p < 0.001), demonstrating intelligence-mediated channeling. Originality/Relevance: This study extends CI theory from external market analysis to internal human capital risk prediction, introduces PHCI as a formal CI domain, operationalizes the complete intelligence cycle for behavioral signals, and provides empirical evidence that CI systems function as scalable, institutionalizable mechanisms for workforce risk prevention. This research also reframes turnover intention as a predictable breakdown in human capital intelligence, shifting from reactive attrition analysis to proactive interception. By repositioning interpersonal conflict as an intelligence input and CI orientation as a system-level organizational capability, the study advances JSCI scholarship beyond external market intelligence toward internal competitive intelligence for human capital risk prevention.

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Decision making is one of the primary functions of management. Making strategic decisions are important to achieve organisational efficiency and effectiveness. In the selection of projects, it is necessary for organisations to prioritise their projects due to limited resources. Therefore, the selection of projects that bring value and substantial impact on the organisation is very important to ensure that they can compete in the dynamic external environment and meet the goals and objectives. From the case study, the result suggests that the Analytical Hierarchy Process (AHP) method can contribute significantly to the identification of sources that need further clarification of attributes and criteria and at the same time it can provide a systematic analytical tool in making a group decision. This method allows the organisation to prioritize its projects based on certain criteria as it is a quantitative decision support tool. In conclusion, AHP is the best and efficient method for decision makers to consider all facts, weigh the pluses and minuses, reach, reevaluate and communicate their decisions.

Purpose: The purpose of this paper is to propose a conceptual framework on the key determinant of employee engagement. This paper is designed to study the three determinants that will impact on employee engagement. Three key determinants will be used as independent variables which are work environment, team and co-worker relationship, and organization well-being. Employee engagement acts as a dependent variable. Methodology: This is a causal study that has used qualitative exploratory methodology to draw propositions about the phenomenon under study. Findings: The findings of the study that supported by The Social Exchange Theory (SET) and The Leader-Member Exchange (LMX) were expected to produce significant relationship between work environment, team and co-worker relationship and organization well-being on employee engagement. Practical implication: A deep focus should be given to the factors that can enhance work environment, team and co-worker relationship as well as providing supportive organizational well-being to ensure the employees in their organization is fully engaged. Social implication: The determinant of employee engagement will promote a healthy and positive working environment that can contribute to positive and healthy life in social community.