Merits - Journal of Human Resources

Employer-funded education and training (EFET) has gained increasing attention as a strategic human resource practice for developing human capital and enhancing organizational performance. However, empirical evidence on its effectiveness remains limited in emerging economies, particularly within the Kingdom of Saudi Arabia (KSA), where workforce localization and human capital development are central to Vision 2030. This study examines the associations between EFET participation and three key employee outcomes: motivation, retention intention, and productivity. Using a quantitative research design, data were collected from 200 employees and managers across multiple sectors in KSA through a structured questionnaire. Structural Equation Modeling (SEM) was employed to test the hypothesized relationships while controlling for gender, age, sector, and years of experience. The results indicate that EFET participation is positively and significantly associated with employee motivation, retention intention, and self-reported productivity, with the strongest association observed for retention intention. Model fit indices demonstrate an excellent overall fit, supporting the proposed model’s robustness. By integrating Human Capital Theory with empirical evidence from the Saudi context, this study contributes to the literature by extending understanding of how employer-funded education functions within a non-Western labor market. The findings offer practical implications for organizations and policymakers seeking to optimize education and training investments in support of sustainable workforce development and Vision 2030 objectives.

Ageism remains a pervasive yet under-addressed form of workplace discrimination, affecting employees across age groups. This study, conducted within the framework of the EU-funded project SNAW–Say No to Ageism in the Workplace, presents findings from a cross-national survey in Germany, Romania, Ireland, Portugal, and Greece, with 511 participants including employees and employers. The survey examined five dimensions of workplace ageism (cognitive, emotional, behavioural, institutional, and outcome-related) through questions on stereotypes, experiences, organisational practices, and perceived impacts. Results indicate that age-based stereotypes are widely recognised, especially in Germany, Ireland, and Greece. Older workers were often portrayed as resistant to change or technologically outdated, while younger workers were described as inexperienced or unreliable. Despite some positive perceptions, these ambivalent views contribute to exclusionary dynamics. Employees consistently reported higher levels of ageism than employers, revealing a “perception gap”. Institutional responses were uneven: awareness of policies or initiatives promoting age diversity was low, and their effectiveness remained uncertain. Across countries, respondents linked ageism to reduced job satisfaction and productivity, though the perceived severity varied. The findings highlight ageism as a multifaceted challenge that undermines well-being and organisational performance. Counteracting it requires raising awareness, transparent communication, inclusive policies, and leadership engagement across Europe.

Despite the existence of human rights legislation in Canada, equitable access to these rights remains elusive in many workplaces—particularly in traditionally male-dominated sectors such as engineering and mining. This paper argues that the proactive application of human rights frameworks can drive meaningful workplace culture transformation by addressing both overt and systemic inequities. While Canadian human rights laws offer legal remedies for discrimination, underrepresented groups continue to face barriers, especially in non-unionized environments where support mechanisms are limited. This paper presents a novel analysis of Canadian workplaces through a human rights lens, emphasizing the need for policies that go beyond reactive measures. It advocates for increased public awareness, targeted allyship training, and leadership accountability to foster inclusive and equitable work environments. The findings have broad implications for advancing decent work across sectors and for building representative and inclusive workforces.