https://hdl.handle.net/10419/30001 2026-09-14T01:48:11Z 2026-09-14T01:48:11Z Pak, Tae‐Young Chatterjee, Swarn Choung, Youngjoo https://hdl.handle.net/10419/334361 2026-01-08T02:25:24Z 2026-01-01T00:00:00Z

Title: Digital financial services use and life satisfaction: Is financial well‐being a mediator? Authors: Pak, Tae‐Young; Chatterjee, Swarn; Choung, Youngjoo Abstract: As digital financial services (DFS) become increasingly important in personal financial management, understanding their implications for individual well‐being is critical. Although prior research has focused on financial inclusion and digital finance access, less is known about the mechanisms through which DFS influence broader well‐being outcomes. This study examines the relationship between DFS use, financial well‐being, and life satisfaction, with financial well‐being conceptualized as a mediating factor. Data were drawn from a sample of 1552 Korean adults aged 25–59 who completed an online survey and provided valid responses for analysis. Financial well‐being was assessed with the Consumer Financial Protection Bureau's financial well‐being scale, and life satisfaction was measured using Cantril's ladder and the feeling thermometer. Mediation analyses reveal that DFS use is positively associated with financial well‐being, which in turn significantly influences life satisfaction. Importantly, the relationship between DFS use and life satisfaction is fully mediated by financial well‐being, with no significant direct effect once financial well‐being is accounted for. This mediation pathway is driven primarily by transactional DFS—such as mobile banking, payments, and credit card management—rather than investment‐oriented DFS. These findings suggest that the well‐being benefits of DFS arise from the ways digital services enable individuals to manage routine financial matters more effectively. This study highlights the importance of designing inclusive DFS platforms that enhance financial well‐being as a pathway to improving life satisfaction.

2026-01-01T00:00:00Z Mdhlalose, Dickson Hlungwana, Jabulani Mtshali, Thokozani https://hdl.handle.net/10419/335543 2026-01-27T02:32:44Z 2026-01-01T00:00:00Z

Title: Employee engagement as a bridge between non-financial rewards and innovation: a cross-cultural perspective Authors: Mdhlalose, Dickson; Hlungwana, Jabulani; Mtshali, Thokozani Abstract: This paper aims to examine the impact of non-financial rewards on employee innovation, with an emphasis on the moderating effects of individualistic and collectivist cultures as well as the mediating function of employee engagement. Quantitative data analysis was performed using the Analysis of Moment Structures (AMOS) to demonstrate the conceptual framework through Structural Equation Model (SEM) analysis, which utilized the study's relevant descriptive and inferential tests. Non-financial benefits substantially enhance employee engagement, which in turn mediates the relationship between non-financial rewards and employee innovation. Individualistic versus collectivist cultural contexts have an impact on how well reward systems work; collectivist cultures exhibit higher levels of engagement, but for the best innovative results, rewards must be in line with cultural ideals. By combining the Job Demands-Resources (JD-R) model with Self-Determination Theory (SDT), this study makes a theoretical contribution by elucidating how psychological involvement converts rewards into innovative behaviours. Practically, this study emphasises the necessity of non-financial rewards, culturally appropriate reward systems that prioritize equity, acknowledgment, and opportunities for growth. It also emphasises how crucial it is to match employee values with organisational culture to maximize engagement and innovation.

2026-01-01T00:00:00Z Raelin, Joseph A. https://hdl.handle.net/10419/335544 2026-01-27T02:31:51Z 2026-01-01T00:00:00Z

Title: Practice Theory, Leadership‐as‐Practice, and Social Action Authors: Raelin, Joseph A. Abstract: Although practice theory has significantly contributed to our understanding of the mechanisms underlying social change, it does not take a position or advocate for particular meso‐macro changes, such as responsible management, because it is a theory wedded to ontological understanding. How people choose to ‘get along’ in life and manage their goods is all part of the practices, which fall under the theorist's microscope. On other hand, the applied field of leadership‐as‐practice is tied to change as its definitive property; in fact, leadership is defined by turning points occurring in the spaces between people, which, in turn, can lead to changes in the trajectory of the flow of practice. After narrowing the definition of social change in this paper as social action and—institutionally—as responsible management, the paper turns to a comparison between how practice theory contributes to our understanding of the evolution of social action and how leadership‐as‐practice, relying on the former's erstwhile elucidation, attempts to initiate and facilitate such action. The latter discussion of leadership‐as‐practice includes an accounting of the impetus for change initiation, its diffusion and prefigured processes, and the post‐institutional applications afforded through its link with practice theory. The essay concludes by pointing out the principal contribution of the paper that social change need not rely on exclusive individual direction but on the collective capacity of the agents affiliated with the practice deriving the means to produce more just and sustainable lives.

2026-01-01T00:00:00Z Mdhlalose, Dickson Mtshali, Thokozani https://hdl.handle.net/10419/335677 2026-02-02T15:29:47Z 2026-01-01T00:00:00Z

Title: Culture and compensation interaction: how do financial rewards affect public sector engagement? Authors: Mdhlalose, Dickson; Mtshali, Thokozani Abstract: Cultural research on the influence of individuality and collectivism on employee engagement is lacking. This study aims to analyse the impact of employee financial rewards on employee engagement, focusing on individualistic and collectivistic cultures as moderating variables in a public sector organisation. This research employed standardised face-to-face open-ended interviews. The research instrument is based on a single theme and comprises five open-ended questions to address the objectives of this study. The constant comparative data analysis approach was employed in conjunction with content analysis. The researchers categorised the data based on their disparities and similarities. This study found that the municipality offers its employees financial rewards; however, due to inequality, unfairness, favouritism, and political influence, employees are not rewarded fairly, leading to unhappiness and disengagement from their work and the organisation. The municipality does not practice either a collectivistic or an individualistic culture. A poor imbalance between individualistic and collectivistic cultures reduces the impact of financial rewards on employee engagement. This study's findings emphasise that the effectiveness of financial rewards on employee engagement depends on the organisation's practices and the equilibrium of individualistic and collectivistic cultures.

2026-01-01T00:00:00Z