The relation with the work and the role of managers and organizational factors are effective on psychological capital and individual performance of employees. This article investigates the impact of the work engagement, performanmce, empowerment, organizational support and transformational leadership on psychological capital using survey data.

Despite substantial studies on COVID-19 and the problems employees face, the association between COVID-19 and resigning jobs has not caught the interest of researchers. Millions have already resigned from their employment, and more are expected to resign. This study aims to investigate the relationship between the demographics of employees, the course of COVID-19, perceived effect of COVID-19 on life (PEoC), fear, entrapment feeling, depression, and quitting the job during the COVID-19 pandemic. A cross-sectional study was designed, and a convenient sampling method was adopted. Data were collected via an online questionnaire and analyzed by using SPSS version 26. Correlation and regression analyses were performed to reveal the relationship. Coefficients and significance values were used to interpret the results. Independent samples t-test and one-way ANOVA are used to determine the difference across the groups. The correlation between depression and work location is statistically significant. The PEoC increases fear, internal and external entrapment, and depression. Despite the statistically significant correlations between quitting jobs and the education level, internal and external entrapment, PEoC, fear, and depression for employees who have COVID-19 history, quitting the job was found to be affected only by COVID-19 history, internal entrapment feeling, and education level. This study has shown that quitting the job is associated with PEoC, depression, and internal and external entrapments. The correlation between quitting jobs and other conditions differs depending on the COVID-19 history of the employee. Furthermore, quitting the job is being affected by the coronavirus history, the internal entrapment, and education level.

Long lockdowns, food shortages, and the inability to receive basic primary healthcare have aggravated the effects of pandemics. However, most studies have focused on the health problems of the infected people or the measures employed to keep the disease under control. This cross-sectional study focused primarily on the mental health issues of employees. By employing a convenient sampling method, we reached 237 respondents (135 with coronavirus history) to assess the impact of the pandemic on employees. Multivariate causal relationships were assessed with Structural Equation Modeling (SEM). The predictors included internal entrapment (INT) and difficulty identifying feelings (DIF), which are significant predictors of depression (DEPR). DIF was found to be a significant predictor of INT and EXT feelings, while FEAR was found to be a significant predictor of INT, DIF, and DEPR. Quality of life (QoL) was found to be a significant predictor of DIF and DDF, DEPR, EXT and INT, and FEAR. The results also showed that DIF mainly manifested its effect on depression through INT. The DEPR level of employees working only from home was higher than that of other employees. The depression levels of women, young employees, and those whose QoL was adversely affected by the coronavirus were higher than the rest.

This paper develops a framework for the investigation of individual employee performance, in the light of recent developments in structural empowerment. The authors of this article propose corporate governance, knowledge management, organizational upward and downward communication that may predict employee performance by the mediating effect of quality improvement. The results suggest that upward and downward communication positively influences quality improvement, and is in turn positively influenced by knowledge management and corporate governance. Perceived quality improvement is also found to be a key variable between structural empowerment and employee perceptions.

The airline industry is one of the sectors where competition is most intense. Business enterprises need to develop innovative competition strategies and make a difference to be able to continue their operations in this environment and to be successful. Competition sets out the diversity in the quality, pricing, and presentation of the goods and services produced/offered in the sector. The expectation of customers is to provide quality goods and services at reasonable prices. They need to be able to do so to succeed in their business.Turkish Aviation market continues to expand and develop as direct result of the increasing infrastructure and fleet investments which led to more affordable ticket prices and increased connectivity. During the period of 2003-2014, Turkish aviation industry has grown by 13.7% annually, while this growth rate for the global aviation industry was 5.7%. In our study, the needs of the aviation sector in strategic planning, innovation, and business development areas are explained and modelled on Turkish Airlines example.