https://ejournal.lucp.net/index.php/ijmhs/issue/feedInternational Journal of Management and Human Science (IJMHS)2025-11-07T09:34:55+00:00Executive Editor, IJMHSinfo@ijmhs.orgOpen Journal Systems<p style="float: left; padding-right: 30px;"><img style="width: 280px; max-height: 100%;" src="https://ejournal.lucp.net/public/site/images/admin/IJMHS.jpg" /></p> <p><strong>International Journal of Management and Human Sciences (IJMHS)</strong> (e-ISSN: 2590-3748) is a scholarly, referred, bi-annual (from 2022 onwards), peer-reviewed publication. The journal is published by <a href="https://www.lincoln.edu.my/">Lincoln University College</a>, Asia Pacific Higher Learning Sdn Bhd. IJMHS follows a Continuous Article Publication (CAP) process – the journal publishes article for an issue as and when the article is accepted.</p> <p><strong>IJMHS</strong> is a scientific journal that seeks to be a scientific Gate intellectual, in an effort to disseminate science and knowledge and the sharing of ideas among scientists around the world in the field of management in particular and areas of administration, business and human sciences in general.</p> <p><strong>IJMHS</strong> is an open-access journal. All the processes (Submission, Review Process, Acceptance and Publication) are free. Full texts are free to download.</p> <p>Topics of interest to IJMHS readers include - 1. Management, 2. Human Resource Management, 3. Human Development, 4. Business Administration, 5. Public Management, 6. Economic Science, 7. Accounting, 8. Banking and Finance, 9. Education, 10. Islamic Studies and Legitimacy, 11. Consulting and Social Studies, 12. Sharia Law, 13. Press and Media, 14. Historical Studies etc.</p>https://ejournal.lucp.net/index.php/ijmhs/article/view/4179Assessing the Influence of Organisational Factors on Civil Servants’ Performance at Malaysian Immigration Department, Putrajaya2025-07-10T05:21:05+00:00Nurul Hidayana Mohd Noornurulhidayana@yahoo.comNorhamezam Mohd Normizam44@gmail.com<p><strong>Background:</strong> Employees are an asset for an organisation. Quality employees will indirectly increase the productivity of the organisation. On the other hand, employees who have problems in their jobs can cause harm to the organisation. The performance of civil servants in Malaysia is one of the matters that the current government fully emphasises. Work performance and the quality of services delivered are very significant in the context of the public service. <strong>Objective:</strong> The aim of the study is to examine the factors influencing job performance among Malaysian Immigration Department staff. <strong>Methods:</strong> The study focuses on three factors: work conditions, office layout, furniture equipment, and management support. The study uses a cross-sectional survey, and the data were obtained through a questionnaire distributed to 150 respondents at the Malaysian Immigration Department in Putrajaya. This questionnaire was produced based on previous studies. The data was analysed using the Statistical Package for Social Science (SPSS). The Likert scale examines how strongly the respondents agree or disagree with the statement The statistical analysis used was descriptive, Pearson correlation, and multiple linear regression. <strong>Results:</strong> The study findings showed that work conditions, office layout, furniture and equipment, and management support positively correlate with job performance. Second, work conditions are the most significant predictor of job performance. <strong>Conclusion:</strong> Changes in aspects of the work environment for the better, especially involving aspects of the physical environment such as employee efficiency, good employment relations at the workplace, implementing aspects of occupational safety and health, and creating a safe work culture, will certainly guarantee employee commitment and improved performance.</p>2025-07-25T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)https://ejournal.lucp.net/index.php/ijmhs/article/view/4377Measuring Financial Performance of Select Small Cap Mutual Funds in India: An Analysis2025-04-10T07:11:18+00:00Abhishek Duttadabhishek.research@gmail.com<p><strong>Background:</strong> The Indian economy heavily relies on retail investors but rising inflation and limited resources are diminishing their surplus funds. In such challenging times, retail investors increasingly turn to mutual funds, particularly Small Cap Funds (SCFs), for investment opportunities. These funds, known for their higher risk and potential for greater returns, have gained popularity among retail investors in India. <strong>Objective:</strong> The study aims to assess the performance of four SCFs using risk-return parameters and compare their returns with the benchmark Nifty Small Cap 250 TRI over a decade. <strong>Methods:</strong> Four SCFs – Nippon India Small Cap Fund (NISCF), HDFC Small Cap Fund (HDFCSCF), SBI Small Cap Fund (SBISCF), and Quant Small Cap Fund (QSCF) – were selected based on AUM of over Rs. 25,000 crores and at least ten years of operation. Data from January 2015 to December 2024 were analysed using metrics like Compounded Annual Growth Rate (CAGR), Sharpe Ratio, Treynor Ratio, and Alpha Value. <strong>Results:</strong> All funds outperformed the benchmark in return generation. NISCF led in return generation, while QSCF excelled in risk-adjusted returns (Treynor Ratio). Positive alpha values indicated effective stock selection by fund managers, with most funds remaining defensive and minimising unsystematic risks. <strong>Conclusion:</strong> The selected SCFs performed better than the benchmark in terms of both returns and risk-adjusted metrics. Investors should consider these performance indicators when evaluating mutual fund options for optimal returns, especially in volatile markets.</p>2025-07-25T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)https://ejournal.lucp.net/index.php/ijmhs/article/view/4719The Role of Organisational Support in Employee Wellbeing and Industrial Relations in Malaysian Public and Private Sectors: A Comparative Study2025-07-09T06:32:57+00:00Marini Abdullahmarinifjrdo@gmail.comAlison Kee Poh Ling101515@siswa.unimas.myGabriella Lee Mei Yan99021@siswa.unimas.myKeerthana A/P Selvamani102289@siswa.unimas.myPrisca Natellya Anak Dinnes100791@siswa.unimas.myVallentina Anak Jemy102236@siswa.unimas.my<p><strong>Background:</strong> Employee wellbeing and organisational support are crucial factors that influence industrial harmony and productivity. Particularly in Malaysia's public and private sectors, sectoral differences play a significant role in shaping these dynamics. Focusing on Work-Life Balance (WLB) and managerial support, this study explores the relationship between organisational support, employee wellbeing, and industrial relations, using Social Exchange Theory and Institutional Theory as frameworks. <strong>Objective:</strong> This study aims to investigate how employee wellbeing and WLB policies contribute to industrial harmony and productivity, and how sectoral contexts influence these relationships. It also seeks to identify existing gaps in employee-centric goals and organisational performance. <strong>Methods:</strong> A qualitative, multiple-case study approach was employed, with semi-structured interviews conducted with employees from both the public and private sectors in Malaysia. Data were analysed thematically using reflexive thematic analysis to uncover key patterns and challenges. <strong>Results:</strong> The findings reveal sector-specific differences in the implementation of wellbeing and WLB policies. Public sector employees benefit from structured organisational support and formal conflict resolution mechanisms, while private sector employees experience more variability in support, particularly regarding seniority-based differential treatment. Sectoral challenges, such as rigid public sector structures and managerial inconsistencies in the private sector, were identified as barriers to achieving optimal wellbeing and productivity outcomes. <strong>Conclusion:</strong> Organisational support, including effective wellbeing initiatives and WLB policies, is essential for enhancing employee motivation and productivity. Sector-specific strategies should be tailored to address the unique needs of each sector.</p>2025-09-15T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)https://ejournal.lucp.net/index.php/ijmhs/article/view/4393Social Entrepreneurship as a Catalyst for Social Change: An Empirical Study on Global Perspective2025-09-02T06:57:15+00:00Debasish Naskardeba05061@gmail.comAshish Kumar Sanaakscom@caluniv.ac.in<p>Social entrepreneurship has emerged as a major force behind innovation and the development of creative solutions in a setting where traditional economies struggle to effectively address environmental, social, and economic issues. It demonstrates its commitment to its purpose by prioritising environmental and social impact over profit maximisation and reinvesting an important segment of any surplus into its mission. Social entrepreneurship is necessary for human development because it fosters long-term social change and the development of creative answers to societal problems. The goal of this study is to examine how social entrepreneurship contributes to social and economic advancement and how it affects societal change. Thirty-five diverse countries have been chosen for this study across the six continents worldwide. To evaluate the connection between social entrepreneurship and societal transformation, a multivariate regression analysis was performed. The Human Development Index (HDI) was employed as the dependent variable to gauge social change, while the independent variables included social enterprise per capita, average turnover per social enterprise, average jobs per social enterprise, and women-led social enterprises. The analysis revealed that the social enterprise per capita, average turnover per social enterprise, average jobs per social enterprise, and the percentage of women-led social enterprises significantly influenced the HDI. This confirms the role of social entrepreneurship in promoting positive societal change.</p>2025-09-15T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)https://ejournal.lucp.net/index.php/ijmhs/article/view/4860Modelling the Influence of Learning Environment on Attrition Intention among Female Distance Learners in Nigeria2025-09-19T10:09:33+00:00Aisha Abubakar Ba'abamandybaaba@gmail.comNg Siew Feonsiewfoen@umk.edu.mySulaimon Adewalesulady.sa@gmail.com<p><strong>Background:</strong> Female distance learners in Nigeria experience disproportionately high attrition rates compared to men. Although distance education offers flexibility, the ways in which specific aspects of the learning environment shape female students’ decisions to persist or withdraw remain underexplored. <strong>Objective:</strong> This study investigated the influence of six learning environment dimensions on attrition intention among this vulnerable population. <strong>Methods:</strong> A cross-sectional survey design was employed. Data from 433 female students across three Nigerian universities was analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). <strong>Results:</strong> Of the three dimensions, only the learning process dimension yielded a significant predictor. Specifically, student autonomy was negatively related to attrition intention (<em>β</em> = -0.228, <em>p</em> = 0.001), while active learning and all other constructs under social support and content relevance showed no significant effects. The model demonstrated modest predictive power (Q² = 0.045). <strong>Conclusion:</strong> The findings underscore the critical importance of fostering student autonomy to mitigate attrition. Empowering female learners with greater control over their learning processes is a pivotal strategy for improving retention in Nigerian distance education, potentially outweighing the influence of other environmental factors.</p>2025-10-25T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)https://ejournal.lucp.net/index.php/ijmhs/article/view/4879Measuring the Volatility in Gold Prices of India during the Russia-Ukraine Crisis: Evidence from the TGARCH Model2025-11-07T09:34:55+00:00Rupa Mondalruparow11@gmail.comRaktim Ghoshraktimghosh19@gmail.comAshish Kumar Sanaakscom@caluniv.ac.inBiswajit Paulugb.biswajitpaul@gmail.com<p><strong>Background:</strong> The Russia-Ukraine conflict has significantly impacted global financial markets, particularly commodity prices, with gold being a key asset. In India, gold holds cultural and economic importance, amplifying its relevance during geopolitical crises. <strong>Objective:</strong> This study aims to analyse the volatility in gold prices in India during the Russia-Ukraine crisis, focusing on asymmetries in gold price returns and the long-memory effects of the crisis on these prices. <strong>Methods:</strong> Daily gold price data (in rupees per gram) from January 1, 2021, to October 28, 2023, were used, totalling 1030 observations. A dummy variable representing the conflict period was introduced. The Augmented Dickey-Fuller (ADF) unit root test was applied to check for stationarity, and the Threshold GARCH (T-GARCH) model was employed to assess volatility and leverage effects. <strong>Results:</strong> The analysis found significant volatility in gold prices during the crisis. The T-GARCH model showed a leverage effect, with negative returns influencing future volatility more than positive returns. Unit root tests confirmed stationarity in the gold price series after the first difference. <strong>Conclusion:</strong> The study demonstrates that geopolitical crises like the Russia-Ukraine conflict contribute to volatility clustering in gold prices. The results emphasise the role of gold as a safe-haven asset, providing valuable insights for investors and policymakers, particularly in countries like India, where gold is culturally and economically significant.</p>2025-11-04T00:00:00+00:00Copyright (c) 2025 International Journal of Management and Human Science (IJMHS)