Abstract
Orientation: New insights into how managers can develop strategies to enhance job satisfaction, how researchers can use a different approach when collecting data by conducting a survey at a mall instead of an organisation, and an understanding of the relationship between performance management, vigour, and training and development of low-income workers form part of the orientation of this article.Research purpose: The authors endeavoured to determine whether performance management, vigour, and training and development positively predicted the job satisfaction of low-income workers in the South African context.Motivation for the study: Little, if any, research exists about the relationships between performance management, vigour, and training and development as well as the job satisfaction of low-income workers in the South African context.Research approach/design and method: The research approach was quantitative, descriptive and causal in nature. This study mostly comprised the units of analysis, namely low-income workers who were under-researched in the South African context. Hence, 877 respondents were purposefully selected for this study.Main findings: The results showed that performance management was the highest predictor of job satisfaction. The second highest predictor of job satisfaction was vigour, and the third highest predictor of job satisfaction was training and development.Practical/managerial implications: This research will empower managers to develop strategies to enhance employees’ job satisfaction by paying attention to performance management, vigour, and training and development.Contribution/value-add: This study was conducted on an under-researched sample, at a mall and suggested vigour as an intrinsic variable to be included in the Herzberg job satisfaction model.
Highlights
Job satisfaction can enhance the productivity of organisations
The focus of the study was not on non-core employees (27.70%) but on core employees (72.30%); for the completeness of the study, we decided to include non-core employees as well to have a holistic view of participants and their views
Consistent with international research (Fisher, 2003), the results showed that performance management positively predicted job satisfaction
Summary
Job satisfaction can enhance the productivity of organisations. It is a salient construct to measure the human resource value chain (i.e. performance management, training and development, and talent management; Lee, 2011). Spector (1997) opines that to achieve job satisfaction, organisations should be guided by human values, primarily in terms of respect for and impartial treatment of employees, irrespective of their positions. It is a salient construct to measure the human resource value chain (i.e. performance management, training and development, and talent management; Lee, 2011). Spector (1997) opines that to achieve job satisfaction, organisations should be guided by human values, primarily in terms of respect for and impartial treatment of employees, irrespective of their positions. It was previously found that when employees were deprived of training opportunities, they tended to become disgruntled (Noland, 2014). In some instances, such employees even took the organisation to the dispute resolution body, lodged a grievance against the management or reported against the manager to trade union, arguing that it was an unfair labour practice (Bendix, 2015). In addition to being dissatisfied, employees who are not trained cannot perform optimally to assist organisations to achieve their strategic http://www.sajhrm.co.za
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