The purpose of this study is to examine the relationship between university students’ perceived employability attributes and perceived employability gap in Egypt; and to investigate the moderating effect of students’ core self-evaluation and university branding on such a relation. A quota sample of 558 senior graduating business students was drawn from 6 public and private universities in Cairo. The students responded to three questionnaires that assess employability attributes, employability gap, CSE and university branding. The results indicated that there is a significant negative relation between perceived employability attributes and perceived employability gap. Moreover, core self-evaluation seems to be a moderating variable in such a relationship; while university branding is not. The study contributed to the literature by introducing a new conceptual model of employability and some important policy making recommendations and implications for higher education to bridge the employability gap on the local as well as the international level.

Competing in today's dynamic global environment; characterised by high employee turnover rate, makes investing in the development of our human resources indispensable. This research aims to examine the impact of perceived human resource development practices; specifically training and development, coaching and counselling, and career development on employees' normative, affective and continuance commitment. A convenience non-probability sample of six international hotels in Greater Cairo is studied; where 280 selfadministered questionnaires are distributed to employees to assess the relationship between the three HRD practices and the three organisational commitment dimensions. Correlation and regression analyses were used to test the study hypotheses. The results revealed that all HRD practices significantly and positively correlate with the overall organisational commitment and its three dimensions. Furthermore, both of "training and development" and "coaching and counselling" appear to be the most significant predictors of organisational commitment and its dimensions. However, "career development" couldn't predict any of the dependent variables. The study indicates that HRD practices play a vital role in enhancing organisational commitment and suggests that HRD scholars and practitioners should further invest in our human capital through more rigorous research and application of HRD practices.

This paper aims at (1) investigating the relationship between Organisational Justice and three dimensions of employees' performance namely; In-role performance, Citizenship Work Behaviours and Counterproductive Work Behaviours within the Egyptian Context, (2) investigating the moderating effect of Social Comparison Orientation on the Organisational Justice-Performance relationship with regard to the three dimensions of performance. The theoretical foundations of the proposed relationships were discussed. Using a structured questionnaire to assess research variables, a quota sampling procedure was used to recruit a sample (N= 298) from managers working in public and private organisations in the greater Cairo Area. The three parts questionnaire was tested for validity and reliability. The proposed relations were tested using Pearson correlation coefficient and multiple regression analysis with the interaction effect between the standardized scores (Z). Results supported the significant relationship between Organisational Justice and In-role performance, Citizenship Work Behaviours and Counterproductive Work Behaviours. Results also supported the moderation role of Social Comparison Orientation. Theoretical and practical implications and future research were addressed.

The United Nations 2030 17 Sustainable Development Goals are anticipated to make a significant contribution to humanity's well-being (SDGs). The agenda is founded on the triple bottom line (TBL) idea, according to which social inclusion and environmental sustainability are essential for continued economic development. In order to determine the crucial role that human resource development (HRD) plays in sustainability, this study will review relevant academic literature and update the TBL model to include and emphasize the HRD dimension and the dynamism and resilience of the sustainability framework; and to fill the literature gap in relating HRD to sustainability. This paper takes a deductive approach and is based on reviewing state-of-the-art literature to develop a new conceptual framework integrating HRD into the sustainability model. Hence, relevant studies are selected; based on criteria, mainly from refereed journals in the fields of human resources and sustainability. These studies will be critically analyzed to highlight their main focus, findings, and key contributions to the proposed framework. The paper proposed a conceptual framework that is global, resilient, and dynamic in nature to face today’s challenges. This framework aims to capitalize on the previous researchers’ designed sustainability models, try to complement some of these models’ perceived limitations, and shed light on HRD multi-level incorporations in sustainability. The paper proposed a “Global Dynamic Sustainable Humanity Framework” that stresses on (1) Integrating HRD into the TBL sustainability model; (2) Embedding the resilience concept in the framework; (3) Transforming the sustainability framework into a dynamic one; (4) take the sustainability framework to a global level. The paper also suggested raising “sustainable humanity” awareness by introducing a paradigm shift - from a traditional environment to a sustainable environment – as a prerequisite to the success and effectiveness of the proposed framework. The paper integrated rich theoretical perspectives and sustainability models of different studies into one coherent framework. It also filled the gap in the literature studying the HRD's crucial role in sustainable development. The proposed framework enriches and enables HRD practitioners to play an integral role in sustainable development on the individual, organizational and societal levels – nationally and globally. Their role as change catalysts is crucial in applying the proposed Global Dynamic Sustainable Humanity Framework, raising people's awareness of sustainability, help making a paradigm shift towards sustainability.  Keywords: Human Resource Development; Sustainability; Triple Bottom Line; Global Sustainability Framework; Resilient; Dynamic