Login Register

Environment and Social Psychology

  • Home
  • About the Journal
    • Focus and Scope
    • Peer Review Process
    • Open Access Policy
    • Publishing Ethics
    • Erratum & Withdrawal Policies
    • Copyright & Licence
    • Indexing & Archiving
    • Article Processing Charges (APC) Payment
    • Publisher
    • Contact
  • Article
    • Current
    • Archives
  • Submissions
  • Editorial Team
  • Announcements
  • Special Issues
Apply for Editorial Board Submit an Article

editor-in-chief

Editor-in-Chief

Prof. Dr. Paola Magnano
Kore University of Enna
Italy

Prof. Dr. Gabriela Topa
Social and organizational Psychology, Universidad Nacional de Educacion a Distancia
Spain

indexing-and-archiving

Indexing & Archiving

issn

ISSN

ISSN: 2424-8975 (Online)

ISSN: 2424-7979 (Print)

apc

Article Processing Charges (APCs)

US$1700

frequency

Publication Frequency

Monthly since 2024

Most Viewed

  • The Role of Social Support and Environment: The Mediating Effect of College Students’ Psychology and Behavior
    9096
  • The sustainable practice of education fairness in China: The influence of college students’ perceptions of senior teachers' support on students’ well-being
    8284
  • The Balance Between Resource Development And Environmental Protection Is “Social Contracting”: The Case Of LAPSSET Project In Kenya
    7983
  • Analyzing impacts of campus journalism on student’s grammar consciousness and confidence in writing engagements
    7634
  • A trip down memory lane: Sustaining collective memory through old shophouses in Jalan Mendaling Kajang, Selangor
    6155

Keywords

Home > Archives > Vol. 10 No. 5 (2025): Published > Research Articles
ESP-2557

Published

2025-05-15

Issue

Vol. 10 No. 5 (2025): Published

Section

Research Articles

License

Copyright (c) 2025 Fritz D. Bacalso, Clifford John B. Orquia, Cyre P. Paclipan, Francis E. Villamor, Evangeline C. Rellin, Anesito L. Cutillas

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

The journal adopts the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0), which means that anyone can reuse and redistribute the materials for non-commercial purposes as long as you follow the license terms and the original source is properly cited.

Author(s) shall retain the copyright of their work and grant the Journal/Publisher rights for the first publication with the work concurrently licensed since 2023 Vol.8 No.2.

Under this license, author(s) will allow third parties to download, reuse, reprint, modify, distribute and/or copy the content under the condition that the authors are given credit. No permission is required from the authors or the publisher.

This broad license intends to facilitate free access, as well as the unrestricted use of original works of all types. This ensures that the published work is freely and openly available in perpetuity.

By providing open access, the following benefits are brought about:

  • Higher Visibility, Availability and Citations-free and unlimited accessibility of the publication over the internet without any restrictions increases citation of the article.
  • Ease of search-publications are easily searchable in search engines and indexing databases.
  • Rapid Publication – accepted papers are immediately published online.
  • Available for free download immediately after publication at https://esp.as-pub.com/index.php/ESP

 

Copyright Statement

1.The authors certify that the submitted manuscripts are original works, do not infringe the rights of others, are free from academic misconduct and confidentiality issues, and that there are no disputes over the authorship scheme of the collaborative articles. In case of infringement, academic misconduct and confidentiality issues, as well as disputes over the authorship scheme, all responsibilities will be borne by the authors.

2. The author agrees to grant the Editorial Office of Environment and Social Psychology a licence to use the reproduction right, distribution right, information network dissemination right, performance right, translation right, and compilation right of the submitted manuscript, including the work as a whole, as well as the diagrams, tables, abstracts, and any other parts that can be extracted from the work and used in accordance with the characteristics of the journal. The Editorial Board of Environment and Social Psychology has the right to use and sub-licence the above mentioned works for wide dissemination in print, electronic and online versions, and, in accordance with the characteristics of the periodical, for the period of legal protection of the property right of the copyright in the work, and for the territorial scope of the work throughout the world.

3. The authors are entitled to the copyright of their works under the relevant laws of Singapore, provided that they do not exercise their rights in a manner prejudicial to the interests of the Journal.

About Licence

Environment and Social Psychology is an open access journal and all published work is available under the Creative Commons Licence, Authors shall retain copyright of their work and grant the journal/publisher the right of first publication, and their work shall be licensed under the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0).

Under this licence, the author grants permission to third parties to download, reuse, reprint, modify, distribute and/or copy the content with attribution to the author. No permission from the author or publisher is required.

This broad licence is intended to facilitate free access to and unrestricted use of original works of all kinds. This ensures that published works remain free and accessible in perpetuity. Submitted manuscripts, once accepted, are immediately available to the public and permanently accessible free of charge on the journal’s official website (https://esp.as-pub.com/index.php/ESP). Allowing users to read, download, copy, print, search for or link to the full text of the article, or use it for other legal purposes. However, the use of the work must retain the author's signature, be limited to non-commercial purposes, and not be interpretative.

Click to download <Agreement on the Licence for the Use of Copyright on Environmental and Social Psychology>.

How to Cite

D. Bacalso, F., B. Orquia, C. J., P. Paclipan, C., E. Villamor, F., C. Rellin, E., & L. Cutillas, A. (2025). Curricular feedback from technology-based workforce: Assessment of soft skills among CTU graduates. Environment and Social Psychology, 10(5), ESP-2557. https://doi.org/10.59429/esp.v10i5.2557
  • ACM
  • ACS
  • APA
  • ABNT
  • Chicago
  • Harvard
  • IEEE
  • MLA
  • Turabian
  • Vancouver

  • Download Citation
  • Endnote/Zotero/Mendeley (RIS)
  • BibTeX

Curricular feedback from technology-based workforce: Assessment of soft skills among CTU graduates

Fritz D. Bacalso

College of Technology and Engineering, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines

Clifford John B. Orquia

College of Technology and Engineering, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines

Cyre P. Paclipan

College of Technology and Engineering, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines

Francis E. Villamor

College of Technology and Engineering, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines

Evangeline C. Rellin

College of Arts & Sciences & Education, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines

Anesito L. Cutillas

College of Arts & Sciences & Education, Cebu Technological University-Argao Campus, Argao, Cebu, 6021, Philippines


DOI: https://doi.org/10.59429/esp.v10i5.2557


Keywords: creativity; curriculum design; innovativeness; leadership; proactive behavior; CTU graduates


Abstract

In today's technology-driven industries, the demands placed on employees have become increasingly complex. Beyond mere technical proficiency, they are required to possess a diverse and dynamic skill set that empowers them to assess challenges, identify innovative solutions, and adapt strategies to overcome obstacles in diverse contexts. The purpose of this study was to analyze the experiences of Cebu Technological University (CTU) graduates employed in construction, design, and engineering industries in terms of their acquired soft skills. This exploratory-qualitative study purposively sampled 16 CTU graduates currently employed as engineers, architects, and drafters. Interviews were conducted to extract the narrative from CTU graduates about their experience while working in their fields. Narrative analysis indicated that leadership was the most essential soft skills that the CTU graduates should learn. CTU graduates are expected to cooperate with colleagues, create plans and designs, respond to client requests, and fulfill deadlines successfully. Leadership, innovative thinking, proactiveness, and communication enable them to take delegate duties and motivate team members to achieve common goals, consequently increasing their overall effectiveness and productivity at work. CTU graduates advocate for extensive industry collaboration to enhance internship programs and ensure alignment with academic coursework. Providing students with hands-on experience would expose them to theoretical learning, and opportunities for creativity and problem-solving, the curriculum can better prepare students for success in their chosen fields.


References

[1]. 1.Gajdzik, B., & Wolniak, R. (2022). Smart production workers in terms of creativity and innovation: The implication for open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 8(2), 68.

[2]. 2.Lee, J., Bagheri, B., & Kao, H. A. (2015). A cyber-physical systems architecture for industry 4.0-based manufacturing systems. Manufacturing letters, 3, 18-23.

[3]. 3.Liu, Y., Peng, Y., Wang, B., Yao, S., & Liu, Z. (2017). Review on cyber-physical systems. IEEE/CAA Journal of Automatica Sinica, 4(1), 27-40.

[4]. 4.Nixon, P., Harrington, M., & Parker, D. (2012). Leadership performance is significant to project success or failure: a critical analysis. International Journal of productivity and performance management, 61(2), 204-216.

[5]. 5.Graham, P., Nikolova, N., & Sankaran, S. (2020). Tension between leadership archetypes: Systematic review to inform construction research and practice. Journal of Management in Engineering, 36(1), 03119002.

[6]. 6.Larsson, J., Eriksson, P. E., Olofsson, T., & Simonsson, P. (2015). Leadership in civil engineering: Effects of project managers’ leadership styles on project performance. Journal of management in engineering, 31(6), 04015011.

[7]. 7.Potter, E. M., Egbelakin, T., Phipps, R., & Balaei, B. (2018). Emotional intelligence and transformational leadership behaviours of construction project managers. Journal of financial management of property and construction, 23(1), 73-89.

[8]. 8.Simmons, D. R., Clegorne, N. A., & Woods-Wells, T. (2017). Leadership paradigms in construction: Critical review to inform research and practice. Journal of Management in Engineering, 33(4), 02517001.

[9]. 9.Tabassi, A. A., Roufechaei, K. M., Ramli, M., Bakar, A. H. A., Ismail, R., & Pakir, A. H. K. (2016). Leadership competences of sustainable construction project managers. Journal of cleaner production, 124, 339-349.

[10]. 10.Maqbool, R., Sudong, Y., Manzoor, N., & Rashid, Y. (2017). The impact of emotional intelligence, project managers’ competencies, and transformational leadership on project success: An empirical perspective. Project Management Journal, 48(3), 58-75.

[11]. 11.Atmojo, M. (2015). The influence of transformational leadership on job satisfaction, organizational commitment, and employee performance. International research journal of business studies, 5(2), 113–128.

[12]. 12.Liu, L., Tai, H. W., Cheng, K. T., Wei, C. C., Lee, C. Y., & Chen, Y. H. (2022). The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan. Sustainability, 14(16), 9963.

[13]. 13.Chan, C. K. T., Ng, Y. N. K., & Casimir, G. (2011). Confucian dynamism, affective commitment, need for achievement, and service quality: A study on property managers in Hong Kong. Services Marketing Quarterly, 32(4), 318-331.

[14]. 14.Davis-Sramek, B., Droge, C., Mentzer, J. T., & Myers, M. B. (2009). Creating commitment and loyalty behavior among retailers: what are the roles of service quality and satisfaction?. Journal of the Academy of Marketing Science, 37, 440-454.

[15]. 15.Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism management, 46, 419-430.

[16]. 16.Bai, Y., Wang, Z., Alam, M., Gul, F., & Wang, Y. (2022). The impact of authentic leadership on innovative work behavior: Mediating roles of proactive personality and employee engagement. Frontiers in Psychology, 13, 879176.

[17]. 17.Song, C., & Lee, C. H. (2020). The effect of service workers' proactive personality on their psychological withdrawal behaviors: a moderating effect of servant leadership. Leadership & Organization Development Journal, 41(5), 653-667.

[18]. 18.Cai, D., Cai, Y., Sun, Y., & Ma, J. (2018). Linking empowering leadership and employee work engagement: The effects of person-job fit, person-group fit, and proactive personality. Frontiers in psychology, 9, 1304.

[19]. 19.Newman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2017). How servant leadership influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive personality. Journal of business ethics, 145, 49-62.

[20]. 20.Souppez, J. B. R. (2023). Engineering employability skills: Students, academics, and industry professionals perception. International Journal of Mechanical Engineering Education, 03064190231214178.

[21]. 21.Institution of Engineering and Technology. (2021). IET skills and demand in industry 2021 survey [Online]. https://www.theiet.org/media/9235/2021-skills-survey-key-facts-and-recommendations.pdf (accessed 15 January 2024)

[22]. 22.Finley, A. P. (2023). The Career-Ready Graduate: What Employers Say about the Difference College Makes. American Association of Colleges and Universities.

[23]. 23.Benson, K. E. (2023). I Don’t Really Feel Prepared for This Now That We’re Talking About It: What is Educating for College and Career Readiness in an Urban District?. Advances in Social Sciences and Management, 1(10), 69-98.

[24]. 24.Astrid, A., Sachari, A., & Widodo, P. (2012). The Impact of Atmospheric Stimuli of Store On Human Behaviour.

[25]. 25.Izbassar, A., Muratbekova, M., Amangeldi, D., Oryngozha, N., Ogorodova, A., & Shamoi, P. (2024). Intelligent System for Assessing University Student Personality Development and Career Readiness. Procedia Computer Science, 231, 779-785.

[26]. 26.Maaliw, R. R., Quing, K. A. C., Lagman, A. C., Ugalde, B. H., Ballera, M. A., & Ligayo, M. A. D. (2022). Employability prediction of engineering graduates using ensemble classification modeling. In 2022 IEEE 12th Annual Computing and Communication Workshop and Conference (CCWC) (pp. 0288-0294). IEEE.

[27]. 27.Rosero, E. (2021). “Why many fresh college grads don’t get hired, according to survey of managers”, GMA News, Available at: https://www.gmanetwork.com/news/money/economy/250239/whymany-fresh-college-grads-don-t-get-hired-according-to-survey-ofmanagers/story/

[28]. 28.Lucero, C. R. (2023). Investigating the Relationships Among The Forced Shift to Remote Learning, Employability and Work Readiness of Recent College Graduates.

[29]. 29.Ramos, A. M. C. (2023). Understanding the Internship Learnings and Experiences of ITHM Students of FEU during the 2nd Semester of SY 2021-2022. International Marketing Journal of Culture and Tourism, 3, 39‒61.

[30]. 30.Bendanillo, A. A., Arcadio, R. D., Enojardo, J. R. T., Payusan, G. R., Abajo, R. C., Roberts, D. T., Cepedoza, J. B., Larisma, L. G., & Alferez, J. D. (2024, June). College student’s English language literacy: Challenges and promising practices. International Journal of Frontiers in Education, 3(6), 231-244.

[31]. 31.Taosa, A. J. S., Hubahib, J. M. A., Virtudes, E. M. B., Salado, C. M., Talaid, H. G., Villasor, G. A. Y., Honoridez, F. L. R., Lingaolingao, K. B. F. B., Monteceno, N. R., Nebres, N. L. R., Gimarangan, C. M., Jr., Bendanillo, A. A., Gargot, R. A., Manguilimotan, R. M., Prajes, A. V., & Arcadio, R. D. (2024). The dynamics of product innovation through instructional technology for college students. EST Journal of Innovation in Science, Research and Development, 3(5), 306-319.

[32]. 32.Gantalao, L. C., Calzada, J. G. D., Capuyan, D. L., Lumantas, B. C., Acut, D. P., & Garcia, M. B. (2025). Equipping the Next Generation of Technicians.

[33]. 33.Chavez, J., & Lamorinas, D. D. (2023). Reconfiguring assessment practices and strategies in online education during the pandemic. International Journal of Assessment Tools in Education, 10(1), 160-174.

[34]. 34.Peng, W., Haron, N. A., Alias, A. H., & Law, T. H. (2022). Leadership in construction: A scientometric review. Buildings, 12(11), 1825.

[35]. 35.Schmid, B., & Adams, J. (2008). Motivation in project management: The project manager's perspective. Project Management Journal, 39(2), 60-71.

[36]. 36.Chiocchio, F., & Hobbs, B. (2014). The difficult but necessary task of developing a specific project team research agenda. Project Management Journal, 45(6), 7-16.

[37]. 37.Unegbu, H. C. O., Yawas, D. S., & Dan-Asabe, B. (2022). An investigation of the relationship between project performance measures and project management practices of construction projects for the construction industry in Nigeria. Journal of King Saud University-Engineering Sciences, 34(4), 240-249.

[38]. 38.Akyazi, T., del Val, P., Goti, A., & Oyarbide, A. (2022). Identifying future skill requirements of the job profiles for a sustainable European manufacturing industry 4.0. Recycling, 7(3), 32.

[39]. 39.Poláková, M., Suleimanová, J. H., Madzík, P., Copuš, L., Molnárová, I., & Polednová, J. (2023). Soft skills and their importance in the labour market under the conditions of Industry 5.0. Heliyon, 9(8).

[40]. 40.Saniuk, S., Caganova, D., & Saniuk, A. (2021). Knowledge and Skills of Industrial Employees and Managerial Staff for the Industry 4.0 Implementation. Mobile Networks and Applications, 28, 220–230.

[41]. 41.Ahmad, I., Gao, Y., Su, F., & Khan, M. K. (2023). Linking ethical leadership to followers' innovative work behavior in Pakistan: the vital roles of psychological safety and proactive personality. European Journal of Innovation Management, 26(3), 755-772.

[42]. 42.Khan, A. N., Khan, N. A., & Soomro, M. A. (2020a). Influence of ethical leadership in managing human resources in construction companies. Journal of Construction Engineering and Management, 146(11), 04020125.

[43]. 43.Khan, A. N., Khan, N. A., & Soomro, M. A. (2020b). The impact of moral leadership on construction employees' psychological behaviors. IEEE Transactions on Engineering Management, 69(6), 2817-2825.

[44]. 44.Santos, G., Sá, J. C., Félix, M. J., Barreto, L., Carvalho, F., Doiro, M., & Stefanović, M. (2021). New needed quality management skills for quality managers 4.0. Sustainability, 13(11), 6149.

[45]. 45.Jansen, E. J., Miele, D. B., Fujita, K., & Scholer, A. A. (2022). Managing the motivation of others: Do managers recognize how to manage regulatory focus in subordinates?. Motivation Science, 8(4), 330.

[46]. 46.Skipper, C. O., & Bell, L. C. (2006a). Assessment with 360 evaluations of leadership behavior in construction project managers. Journal of Management in Engineering, 22(2), 75-80.

[47]. 47.Hajizadeh, H., Makvandi, F., & Amirnejad, G. (2022). The effective coaching factors in operational managers of Persian gulf petrochemical company in motivation of human resources. International Journal of Engineering Business Management, 14, 18479790211037222.

[48]. 48.Odusami, K. T., Iyagba, R. R. O., & Omirin, M. M. (2003). The relationship between project leadership, team composition and construction project performance in Nigeria. International journal of project management, 21(7), 519-527.

[49]. 49.Müller, R., & Turner, J. R. (2007). Matching the project manager’s leadership style to project type. International journal of project management, 25(1), 21-32.

[50]. 50.Gehring, D. R. (2007). Applying traits theory of leadership to project management. Project management journal, 38(1), 44-54.

[51]. 51.Rohlfer, S., Hassi, A., & Jebsen, S. (2022). Management innovation and middle managers: The role of empowering leadership, voice, and collectivist orientation. Management and Organization Review, 18(1), 108-130.

[52]. 52.Yamak, O. U., & Eyupoglu, S. Z. (2021). Authentic leadership and service innovative behavior: mediating role of proactive personality. SAGE Open, 11(1), 1–15.

[53]. 53.Alidrisi, H. M., & Mohamed, S. (2022). Developing a personal leadership competency model for safety managers: a systems thinking approach. International journal of environmental research and public health, 19(4), 2197.

[54]. 54.van der Hoek, M., & Kuipers, B. S. (2022). Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations. Public Management Review, 1-25.

[55]. 55.Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.

[56]. 56.Ntseke, T., Mitonga-Monga, J., & Hoole, C. (2022). Transformational leadership influences on work engagement and turnover intention in an engineering organization. SA Journal of Human Resource Management, 20, 11.

[57]. 57.Pries, F., Doree, A., Van Der Veen, B., & Vrijhoef, R. (2004). The role of leaders' paradigm in construction industry change. Construction Management and Economics, 22(1), 7-10.

[58]. 58.Skipper, C. O., & Bell, L. C. (2006b). Influences impacting leadership development. Journal of Management in Engineering, 22(2), 68-74.

[59]. 59.Park, J. J., Handley, M., Lang, D., & Erdman, M. A. (2022). Engineering Leadership Development: Contribution of Professional Skills to Engineering Undergraduate Students' Leadership Self-Efficacy. International Journal of Educational Methodology, 8(1), 69-80.

[60]. 60.Bergeron, H. E. (2001). A perspective on the need to give an introduction to engineering management to all engineering students. Leadership and management in engineering, 1(1), 26-29.

[61]. 61.Routhe, H. W., Holgaard, J. E., & Kolmos, A. (2023). Students’ learning of management and leadership in engineering education–a literature review. European Journal of Engineering Education, 1-37.

[62]. 62.Ammeter, A. P., & Dukerich, J. M. (2002). Leadership, team building, and team member characteristics in high performance project teams. Engineering management journal, 14(4), 3-10.

[63]. 63.Golding, P., Starks, S. A., Gonzalez, R. V., Kendall, M. R., Novick, D. G., & Joslyn, C. H. (2021). Leadership in Engineering Innovation and Entrepreneurship. In 2021 ASEE Virtual Annual Conference Content Access.

[64]. 64.Khan, A. N. (2021). Determinants of proactive work behavior of employees during the COVID-19 crisis: A perspective on toxic leadership in the virtual work setting. European Journal of Psychology Open, 80(1-2), 77.

[65]. 65.Marques, L. A., & Janik, M. (2016). The teacher who goes the extra (s)mile: A study among primary school teachers in Namibia. Journal for Studies in Humanities and Social Sciences, 5, 139–155.

[66]. 66.Somech, A. (2016). The cost of going the extra mile: The relationship between teachers’ organizational citizenship behavior, role stressors, and strain with the buffering effect of job autonomy. Teachers and Teaching, 22(4), 426-447.

[67]. 67.Zheng, F., Khan, N. A., & Hussain, S. (2020). The COVID 19 pandemic and digital higher education: Exploring the impact of proactive personality on social capital through internet self-efficacy and online interaction quality. Children and Youth Services Review, 119, 1‒12.

[68]. 68.Srivastava, A. P. (2017). Teachers’ extra-role behaviour: Relation with self-efficacy, procedural justice, organisational commitment and support for training. International Journal of Management in Education, 11(2), 140–162.

[69]. 69.Yang, C. L., Li, Y., & Qiao, K. (2023). Impact of Future Work Self-Salience on Proactive Behaviors: An Integrative and Comparative Study of Multiple Proactive Behaviors. Sustainability, 15(20), 14912.

[70]. 70.Major, D. A., Turner, J. E., & Fletcher, T. D. (2006). Linking proactive personality and the Big Five to motivation to learn and development activity. Journal of applied psychology, 91(4), 927.

[71]. 71.Fuller Jr, B., & Marler, L. E. (2009). Change driven by nature: A meta-analytic review of the proactive personality literature. Journal of vocational behavior, 75(3), 329-345.

[72]. 72.Kreitner, R. & Kinicki, A. (2001). Organizational Behavior. McGraw Hill: New York, USA.

[73]. 73.Brown, S. P. (1996). A meta-analysis and review of organizational research on job involvement. Psychological bulletin, 120(2), 235.

[74]. 74.Li, M., Liu, Y., Liu, L., & Wang, Z. (2017). Proactive personality and innovative work behavior: The mediating effects of affective states and creative self-efficacy in teachers. Current Psychology, 36, 697-706.

[75]. 75.Hu, Y., Wu, X., Zong, Z., Xiao, Y., Maguire, P., Qu, F., & Wang, D. (2018). Authentic leadership and proactive behavior: the role of psychological capital and compassion at work. Frontiers in psychology, 9, 2470.

[76]. 76.Khan, M. M., Mubarik, M. S., Ahmed, S. S., Islam, T., Khan, E., Rehman, A., & Sohail, F. (2021). My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement. Leadership & Organization Development Journal, 42(6), 926-941.

[77]. 77.Zuberi, M. A., & Khattak, A. (2021). Impact of proactive personality and leader member exchange on innovative work behavior: a job design perspective. International Journal of Innovation Science, 13(5), 664-683.

[78]. 78.Bjørner, T., Kofoed, L. B., & Bruun-Pedersen, J. R. (2012). Creativity in project work-students’ perceptions and barriers. International Journal of Engineering Education, 28(3), 545–553.

[79]. 79.Cruz-Suarez, A., Martínez-Navalón, J. G., Gelashvili, V., & Herrera-Enríquez, G. (2022). CREATIVITY AND INNOVATION IN TECHNOLOGY AND OPERATIONS MANAGEMENT THROUGH BRAINSTORMING: CREATIVIDAD E INNOVACIÓN EN TECNOLOGÍA Y DIRECCIÓN DE OPERACIONES MEDIANTE BRAINSTORMING. Journal of Management and Business Education, 5(1), 63-75.

[80]. 80.Seibert, S. E., Kraimer, M. L., & Crant, J. M. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel psychology, 54(4), 845-874.

[81]. 81.McCormick, B. W., Guay, R. P., Colbert, A. E., & Stewart, G. L. (2019). Proactive personality and proactive behaviour: Perspectives on person–situation interactions. Journal of occupational and organizational psychology, 92(1), 30-51.

[82]. 82.Bergeron, D. M., Schroeder, T. D., & Martinez, H. A. (2014). Proactive personality at work: Seeing more to do and doing more?. Journal of Business and Psychology, 29, 71-86.

[83]. 83.Gultom, L., Suroso, G., & Gasjirin, J. (2022). The Influence Of Proactive Behavior And Psychological Empowerment On Innovative Work Behavior: Moderating Role Of Job Characteristic. Journal of World Science, 1(9), 674-682.

[84]. 84.Bakker, A. B., & Albrecht, S. (2018). Work engagement: current trends. Career development international, 23(1), 4-11.

[85]. 85.Rescalvo-Martin, E., Gutierrez, L., Llorens-Montes, F. J., & Karatepe, O. M. (2024). Effects of leader behaviors on extra-role proactive service: The role of cultural tightness-looseness. International Journal of Hospitality Management, 117, 103649.

[86]. 86.Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & stress, 22(3), 187-200.

[87]. 87.Cotet, G. B., Balgiu, B. A., & Zaleschi, V. C. (2017). Assessment procedure for the soft skills requested by Industry 4.0. In MATEC web of conferences (Vol. 121, p. 07005). EDP Sciences.

[88]. 88.Rahimi, S., & Shute, V. J. (2021). First inspire, then instruct to improve students’ creativity. Computers & Education, 174, 104312.

[89]. 89.Bridgstock, R., Grant-Iramu, M., & McAlpine, A. (2019). Integrating career development learning into the curriculum: Collaboration with the careers service for employability. Journal of Teaching and Learning for Graduate Employability, 10(1), 56-72.

[90]. 90.Choate, J. K., Demaria, M., Etheve, M., Cran, S., & Carroll, D. (2019). A professional development program with an assessed E-Portfolio: A practical solution for engaging undergraduates with their career development in large student cohorts. Journal of Teaching and Learning for Graduate Employability, 10(2), 86-103.

[91]. 91.Brown, C., Hooley, T., & Wond, T. (2020). Building career capital: developing business leaders' career mobility. Career Development International, 25(5), 445-459.

[92]. 92.Lombardi, L., Thomas, V., Rodeyns, J., Mednick, F. J., De Backer, F., & Lombaerts, K. (2021). Primary school teachers’ experiences of teaching strategies that promote pupils’ critical thinking. Educational Studies, 1-19.

[93]. 93.Calvo, P. Z., Díez, V. R., & Santos, M. S. (2020). Ikasekin: design of an holistic learning model for the development of entrepreneurial competence. Journal of Management and Business Education, 3(1), 16-28.

[94]. 94.Giancola, M., Palmiero, M., Piccardi, L., & D'Amico, S. (2021). The contribution of planning to real-world creativity: The moderating role of agreeableness. Thinking Skills and Creativity, 41, 100890.

[95]. 95.Sternberg, R. J. (2012). The assessment of creativity: An investment-based approach. Creativity research journal, 24(1), 3-12.

[96]. 96.Schlee, R. P., & Harich, K. R. (2014). Teaching creativity to business students: How well are we doing?. Journal of Education for Business, 89(3), 133-141.

[97]. 97.Moreno, F., & Sulasula, J. (2023). Towards a Regional System of State Universities and Colleges in Zamboanga Peninsula, Philippines. ScienceOpen Preprints.

[98]. 98.Duhaylungsod, A. V. (2022). MATCHING ICT SKILLS AND COMPETENCY FOR INDUSTRY EMPLOYABILITY: BASIS FOR CURRICULUM ENHANCEMENT. IOER INTERNATIONAL MULTIDISCIPLINARY RESEARCH JOURNAL, 4(1), 260‒269.

[99]. 99.Calaro, M. F., Vicente, M. B., Chavez, J. V., Reyes, M. J. D., Delantar, S., Jorolan, A., & Torres, J. (2023). Marketing campaigns leading to the purchase of accommodation products: A content analysis. Journal of Namibian Studies: History Politics Culture, 33, 4221-4236.

[100]. 100.Chavez, J. V. (2022). Narratives of bilingual parents on the real-life use of English language: Materials for English language teaching curriculum. Arab World English Journals, 13(3).

[101]. 101.Chavez et al., (2023). Parental support strategies and motivation in aiding their children learn the English language. In Forum for Linguistic Studies (Vol. 5, No. 2, p. 1541).

[102]. 102.Brink, P. J. (1998). Exploratory designs. Advanced design in nursing research, 2(1), 141-160.

[103]. 103.Ceneciro, C. C., Estoque, M. R., & Chavez, J. V. (2023). Analysis of debate skills to the learners’ confidence and anxiety in the use of the English language in academic engagements. Journal of Namibian Studies: History Politics Culture, 33, 4544-4569.

[104]. 104.Chavez, J. V. (2021). Bilingual parents’ dispositions: Precursor to developing the English language teaching curriculum. Psychology and Education, 58(5), 161-166.

[105]. 105.Duhaylungsod, A. V., & Chavez, J. V. (2023). ChatGPT and other AI users: Innovative and creative utilitarian value and mindset shift. Journal of Namibian Studies: History Politics Culture, 33, 4367-4378.

[106]. 106.Cho & Kao, (2022). Developing sustainable workplace through leadership: Perspectives of transformational leadership and of organizational citizenship behavior. Frontiers in Psychology, 13, 924091.

[107]. 107.Mach et al., (2022). Transformational leadership and team performance in sports teams: a conditional indirect model. Appl. Psychol. 71, 662–694.

[108]. 108.Fiaz, M., Su, Q., Ikram, A., & Saqib, A. (2017). LEADERSHIP STYLES AND EMPLOYEES’ MOTIVATION: PERSPECTIVE FROM AN EMERGING ECONOMY. The Journal of Developing Areas, 51(4), 143-156.

[109]. 109.Jing & Avery, (2016). Missing Links In Understanding The Relationship Between Leadership And Organizational Performance. International Business & Economics Research Journal (IBER), 15(3), 107–118.

[110]. 110.Qalati et al., (2022). Employee performance under transformational leadership and organizational citizenship behavior: A mediated model. Heliyon, 8(11).

[111]. 111.Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412-432.

[112]. 112.Dedahanov et al., (2017). Organizational structure and innovation performance. Career Dev. Inter. 22, 334–350.

[113]. 113.Nasir et al., (2022). The effects of transformational leadership, organizational innovation, work stressors, and creativity on employee performance in SMEs. Frontiers in Psychology, 13, 772104.

[114]. 114.Shalley & Gilson, (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The leadership quarterly, 15(1), 33-53.

[115]. 115.Abbas et al., (2020). Sustainable innovation in small medium enterprises: the impact of knowledge management on organizational innovation through a mediation analysis by using SEM approach. Sustainability, 12(6), 2407.

[116]. 116.McKay et al., (2022). Another day, another chance: Daily workplace experiences and their impact on creativity. Journal of Product Innovation Management, 39(3), 292-311.

[117]. 117.Anderson et al., (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of management, 40(5), 1297-1333.

[118]. 118.Ayinaddis, S. G. (2023). Workplace factors that influence creativity and innovation in micro and small scale enterprises: Enterprise level analysis. African Journal of Science, Technology, Innovation and Development, 1-12.

[119]. 119.Carayannis et al., (2015). Innovation and entrepreneurship. Innovation, Technology, and Knowledge Management.

[120]. 120.Chang et al., (2022). Inclusive Leadership and Employee Proactive Behavior: A Cross-Level Moderated Mediation Model. Psychology Research and Behavior Management, 1797-1808.

[121]. 121.Crant, J. M. (2000). Proactive behavior in organizations. Journal of management, 26(3), 435-462.

[122]. 122.Grant & Ashford, (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.

[123]. 123.Parker & Collins, (2010). Taking stock: Integrating and differentiating multiple proactive behaviors. Journal of management, 36(3), 633-662.

[124]. 124.Chanie et al., (2023). Linking work characteristics to proactive behavior: Mediating role of motivational state. Heliyon, 9(7).

[125]. 125.Jia, J., Yan, J., Jahanshahi, A. A., Lin, W., & Bhattacharjee, A. (2020). What makes employees more proactive? Roles of job embeddedness, the perceived strength of the HRM system and empowering leadership. Asia Pacific Journal of Human Resources, 58(1), 107-127.

[126]. 126.Strauss, K., Griffin, M. A., Parker, S. K., & Mason, C. M. (2015). Building and sustaining proactive behaviors: The role of adaptivity and job satisfaction. Journal of Business and Psychology, 30, 63-72.

[127]. 127.Cai, Z., Parker, S. K., Chen, Z., & Lam, W. (2019). How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis. Journal of Organizational Behavior, 40(2), 209-230.

[128]. 128.Tkalac Verčič, A., Galić, Z., & Žnidar, K. (2023). The relationship of internal communication satisfaction with employee engagement and employer attractiveness: testing the joint mediating effect of the social exchange quality indicators. International Journal of Business Communication, 60(4), 1313-1340.

[129]. 129.Verčič, A. T. (2021). The impact of employee engagement, organisational support and employer branding on internal communication satisfaction. Public Relations Review, 47(1), 102009.

[130]. 130.Jiang, H., & Men, R. L. (2017). Creating an engaged workforce: The impact of authentic leadership, transparent organizational communication, and work-life enrichment. Communication research, 44(2), 225-243.

[131]. 131.Sulaiman, N. S., Abdullah, Z., & Man, N. I. (2023). THE EFFECTS OF EMPLOYEE COMMUNICATION AND ENGAGEMENT ON ORGANISATIONAL PERFORMANCE: A CONCEPTUAL STUDY. International Journal of Accounting, 8(46), 233-251.

[132]. 132.Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: a stakeholder approach. Corporate communications: An international journal, 12(2), 177-198.

[133]. 133.Burgess, A., van Diggele, C., & Mellis, C. (2018). Mentorship in the health professions: a review. The clinical teacher, 15(3), 197-202.

[134]. 134.Daha et al., (2023). Mentorship Programme for Undergraduate Medical Students. Journal of Nepal Health Research Council, 21(2), 336-341.

[135]. 135.Frei et al., (2010). Mentoring programs for medical students-a review of the PubMed literature 2000-2008. BMC medical education, 10, 1-14.

[136]. 136.Farkas et al., (2019). Mentorship of US medical students: a systematic review. Journal of general internal medicine, 34, 2602-2609.

[137]. 137.Hora et al., (2020). How do students conceptualize the college internship experience? Towards a student-centered approach to designing and implementing internships. Journal of Education and Work, 33(1), 48-66.

[138]. 138.Zehr & Korte, (2020). Student internship experiences: learning about the workplace. Education+ Training, 62(3), 311-324.

[139]. 139.Fakhruddin et al., (2023). Internship Program to Enhance Youth Development: Learning from the Real World. Journal of Nonformal Education, 9(2), 251-258.

[140]. 140.Baraldi, C. (2013). Participation, facilitation and mediation in educational interactions. In Participation, Facilitation, and Mediation (pp. 78-98). Routledge.

[141]. 141.Halim et al., (2023). Implementation of Project-Based Learning in Indonesian EFL Class Between 2017 to 2022. Journal Neosantara Hybrid Learning, 1(2), 94-109.

[142]. 142.Karan & Brown, (2022). Enhancing Student's Problem-Solving Skills through Project-Based Learning. Journal of Problem Based Learning in Higher Education, 10(1), 74-87.

[143]. 143.Nasmith & Steinert, (2001). The evaluation of a workshop to promote interactive lecturing. Teaching and learning in Medicine, 13(1), 43-48.

[144]. 144.Umar, M., & Ko, I. (2022). E-learning: Direct effect of student learning effectiveness and engagement through project-based learning, team cohesion, and flipped learning during the COVID-19 pandemic. Sustainability, 14(3), 1724.

[145]. 145.Cukurova et al., (2016). An analysis framework for collaborative problem solving in practice-based learning activities: A mixed-method approach. In Proceedings of the Sixth International Conference on Learning Analytics & Knowledge (pp. 84-88).



ISSN: 2424-8975
21 Woodlands Close #02-10, Primz Bizhub,Postal 737854, Singapore

Email:editorial_office@as-pub.com