Entrepreneurship plays a significant role in pursuing economic diversification to address too much reliance on oil and gas which was estimated in 2012 to last for 20 years. Entrepreneurship program/education was introduced to various higher educational institutions across all programs and disciplines to encourage and equipped the students to engage in a business that can also address increasing unemployment through job creation. However, most of the students preferred to be wage employees. A focus group was created and identified student priorities which are categorized according to Opportunities, Motivation, and Incentives. 243 out of 658 Advanced Diploma and Bachelor students of UTAS-Shinas were selected through a combination of purposive sampling and simple random sampling. A survey questionnaire was used to gather data on student priorities or factors using a 5-point Likert scale and the data were analyzed using sample mean and two-tailed independent sample t-test. Results showed 62.14% of the respondents preferred to be wage employees. Respondents also agree that opportunities and incentives contribute to entrepreneurship success however, respondents do somewhat agree that motivations could contribute to entrepreneurship success with a mean of 2.69. Results suggest that there is a statistically significant difference in the response based on academic level, after graduation preference, and existing (family-owned) business with a p-value of p=0.013, p=0.002, and p=0.005 respectively except gender p = 0.064. The result signifies that while students’ priority leads to entrepreneurship program success, respondents greatly rely on the sustainability and the intensity of future monetary benefits and economic incentives. Though the academic and government/private finance and technical support elements of the model may be assumed to work perfectly, the success of the entrepreneurship program warrants collaborative effort to initiate a paradigm shift on students’ priorities/factors.

In order to discuss the most significant findings of those studies in four main axes—the impact of PMS on employee performance, the components of the PMS, and the literature review—this paper reviews the literature on the impact of performance management practices on employee performance during the period (2015–2020). Additionally, the traits of a successful PMS and the challenges faced when implementing the system. The article came to the conclusion that the performance system has a significant moral impact on how well workers perform in firms. These studies provided conclusive evidence that, in addition to the PMS, working conditions, compensation, and promotion are organizational elements that influence employees' performance. Performance monitoring is carried out with performance assessment by management since, according to the research; performance planning has a limited impact on workers' performance while performance appraisal has been the most precise of employee performance.

A recent study says that organizations must change their human resource (HR) policies in order to adapt to Industry 4.0. This study focuses on the link between Industry 4.0 and three important HR practices: training and development, job design, and performance appraisal. All of these things have a direct effect on motivation in the workplace. It's a new way to look at the most innovative management techniques that encourage a culture of continuous improvement at work so that the company can keep up with industry 4.0 improvements and incorporate them. Human resources (HR) departments need to be proactive about using these new technologies and staying up to date on the skills they need. Employee training and development is a term for educational activities within a company that are meant to improve employees' knowledge and skills, as well as to teach them how to do certain tasks better. The content, responsibilities, goals, and relationships that are needed to meet the expectations of the role are all set by the job design. A well-designed job can encourage good behavior and give employees a solid foundation for success. It can also evaluate performance, which is an important part of keeping people motivated at work. HR's new job is to get employees more involved by making sure they have the best benefits, trusting their teams, working together, and being able to grow personally. All of these things build a strong case for a successful retention strategy. The study shows how important it is to use cutting-edge strategies for managing human resources at work.

This paper investigated students' perspectives toward entrepreneurship at the University of Technology and Applied Sciences during Semester 1, AY 2020-2021, when the COVID-19 pandemic was at its peak. The study's goal is to look into the major aspects that influence the respondents' inclinations toward entrepreneurship. The impact of role models, entrepreneurship's image, curriculum and content, personal learning approaches, and respondents' overall attitudes about motivation in pursuing entrepreneurial endeavors in the face of the epidemic. The results were interpreted using descriptive analysis, Cronbach Alpha was used to assess the questionnaire's dependability, multivariate statistical normality of skewness and kurtosis were used to assess normality, and a non-parametric test using the Mann-Whitney test was used to measure the p-value measuring the significance of results. Essentially, the numerous items examined yielded a favorable outcome; as a result of the findings, students are more likely to engage in entrepreneurial activities.