Pairing Hope and Job Satisfaction with MENA Business Leaders

Caroline Akhras

doi:10.11648/j.sjbm.20190704.11

Abstract

Hope has the potential to reengineer organizational structure and generate a new vibrant culture committed to positive behavior. Whether brick and mortar business or virtual, business leaders tend to work industriously to attain company goals and may play a dynamic role in shaping perceptions of hope through positive organizational behavior. This study is an exploratory one focusing on the role of hope and job satisfaction when paired with leadership in the business workplace. Contemporary business-related research has found that hope, an observable and measurable phenomenon in the workplace, plays a vital role in the business context. This case focuses on perceptions of hope, job satisfaction, and leadership inside business units in the Middle East and North African Region (MENA). The aim of this research paper is twofold: (1) to determine whether business leaders are perceived as hopeful and (2) to correlate perception of hope to perception of job satisfaction. Data was gathered using a survey; analysis was conducted; recommendations were made based on the results. It was concluded that in the MENA business context, leadership, hope, and job satisfaction play a relevant role.

Highlights

Research studies in the Middle East and North Africa hold that modern business is stressful, competitive, and challenging
The purpose of this study was to determine whether the participants perceive the leadership style to be hopeful and to correlate participants’ perception of hope to job satisfaction in the business units’ organizational transaction
The exploratory study pairs hope and job satisfaction to business leadership to arrive at interesting results in lieu of a relatively unstable socioeconomic and political context

Summary

Introduction

Research studies in the Middle East and North Africa hold that modern business is stressful, competitive, and challenging. Studies hold that contemporary business is driven by inter generations of diverse human capital, each vying for vested needs that are increasingly scarce and geometrically valued. Studies found that lacking loyalty and work ethics, overly confident and self-absorbed, the millennial “Look at Me” generation, among others, is said to stride into the workplace, aggressively pushing others aside to serve personal objectives [3,4,5]. Studies show that these millennials, the digital natives--the information technology generation--are seen as self-centered, unmotivated, disloyal, and disrespectful, seemingly depicting the modern times, as each is focused on her/his personal agenda rather than organizational goals [6,7,8,9,10,11]

Objectives

Methods

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Conclusion