Jean Elia

Educator well-being has become a critical concern in educational psychology, particularly under conditions of sustained job demands. This study, grounded in the JD–R model, examines how workload (job demand) and organizational justice (job resource) shape emotional exhaustion and intrinsic motivation, addressing a key gap in the literature regarding the underdeveloped role of intrinsic motivation as a personal resource capable of buffering the negative effects of chronic stressors. Using a cross-sectional survey of 254 educators in Lebanon, data were analyzed using Structural Equation Modeling (SEM). Results supported the JD–R dual pathways: workload was positively associated with emotional exhaustion, whereas organizational justice was positively associated with intrinsic motivation. Crucially, by confirming its function as a buffer, intrinsic motivation significantly moderated the workload–exhaustion relationship, clarifying the ‘motivation paradox’ in this context by weakening the adverse impact of high workload on burnout. These findings extend the JD–R model by empirically demonstrating a resilience mechanism through which personal motivation mitigates strain. The study underscores the importance of organizational justice in cultivating intrinsic motivation and highlights the need for systemic, resource-oriented interventions to promote sustainable educator well-being in demanding educational contexts.

This research examines the impact of five crucial factors underlying human resource management (HRM), namely, compensation, transformational leadership, motivation, and job satisfaction on sustainable employees’ performance in Lebanese family companies. The research is founded on Social Exchange Theory, Maslow’s Hierarchy of Needs, and Transformational Leadership Theory. Based on a cross-sectional design and quantitative approach, data were collected from 511 full-time employees working for family-owned businesses in Lebanon via structured questionnaires. Structural equation modeling (SEM) using SmartPLS-4 was used to analyze the relationships among the variables. The results point out that job satisfaction, motivation, and the transformational leadership style meaningfully impact employees’ performance. Compensation had a slight yet statistically significant effect. Furthermore, the work environment was found to have both a direct influence on performance and a moderating effect on the relationships between job satisfaction, transformational leadership style, and employees’ outcomes. These outcomes provide theoretical contributions to the literature on HRM in family-owned enterprises and deliver practical insights for improving employees’ performance through targeted HR strategies in emerging economies. The present study concludes by highlighting the role of a supportive environment at work and participative leadership in enhancing performance outcomes, mostly in culturally complex and intergenerational business settings.

Purpose: This study investigates the impact of social media advertising on customer behavior; specifically its impact on customer decision-making through social proof, customer perceptions of brands, and customer loyalty. No studies tackled this topic in Lebanon and this gap was the main motive behind this study. Method: A quantitative deductive method was employed and a questionnaire was sent to Lebanese customers to achieve the objective of the study. The final sample obtained is 147. Findings: The findings revealed a positive correlation between social media usage, customer decision-making, customer attitudes and perceptions toward brands, and customer loyalty. The study's findings emphasize the complexity of customer behavior in the age of social media. Implications: This complexity underscores the need for multifaceted and holistic approaches to understanding and influencing customer choices. Contributions: The study contributes to the literature on emerging trends in customer behavior driven by the digital landscape. It highlights the growing significance of social media as a channel for information, interaction, and influence, reaffirming the need for businesses to adapt and evolve their strategies accordingly.

The importance of Emotional Intelligence (EI) was discussed by several authors; however, the impact of EI on the creativity of project managers was not tackled. This gap in the literature was the main purpose of this study. To test the hypothesis which suggests that there is a positive correlation between EI and the creativity of project managers in architecture companies favoring sustainability, a quantitative research approach was employed. Architecture companies favoring sustainability were chosen as the target population because they represent a context where the relationship between Emotional Intelligence and creativity has practical significance, given the industry's focus on sustainability and the complex nature of sustainable architecture projects. A survey was distributed to project managers and a sample of 82 participants was obtained. SPSS was used to analyze the responses that were gathered. The results of the study revealed that there is a positive correlation between emotional intelligence and the creativity of project managers in architecture companies favoring sustainability. Thus, the main recommendation of the study is to boost the impact of EI on project managers’ creativity so that the latter would enhance their proactive skills and stress its importance. Worldwide organizations and especially architecture firms that favor sustainability should support within their culture and work environment the concept of EI through organizing workshops to assess, develop, and enhance this vital skill and aspect in its employees in general and especially project managers. This study significantly advances the literature by empirically establishing a positive correlation between Emotional Intelligence and the creativity of project managers in architecture companies committed to sustainability, shedding light on the pivotal role of EI in fostering creative and sustainable project management practices