Drivers Of Job Satisfaction Research Articles

Reconceptualizing Job Satisfaction in Trinidad and Tobago

The current research explores the latent drivers of job satisfaction in Trinidad and Tobago. The aim is to determine the construct validity of the Hackman Oldham (1975) Job Characteristics Model (JCM) to measure job satisfaction. Data was collected from employees using the cross-sectional research method and conveniently sampled from twelve (12) service institutions.The twelve (12) service institutions span three sectors: information and communications technology (ICT), tertiary education, and public utilities. These three (3) sectors were chosen because they represent the three most significant sectors in the Trinidad and Tobago economy and three (3) different levels of industry. Using three (3) different sectors in research enhances generaliz ability by providing a more diverse sample, reducing the risk of bias, and increasing the likelihood that findings can be applied to a broader range of contexts or populations. The service institutions include TSTT, FLOW, and DIGICEL (Information and Communications Technology). UTT, UWI, SBCS, ALJ-GSB, SAMS-TT, and CTS-CBS (Leaders in Tertiary Education). WASA, T&TEC, and PTSC (Public Utilities).

Factors impacting the Czech employees' job satisfaction

The article aimed to explore the drivers of employees' job satisfaction. Empirically, the study is based on the Czech data from the 2017 edition of the European Union Labour Force Survey (EU LFS), accounting for 12,699 employed individuals. The implemented methods relied on the employment of the multivariate ordered logistic regression analysis. The estimated model found empirical support for the significance of job-related determinants and individual characteristics. The main findings are that job satisfaction is significantly related to the organization's size, skill level classification of the profession, supervisory responsibilities, working hours, level of education and years of experience. The highest levels of job satisfaction were, on average, observed among highly skilled professions, especially in managerial occupations. From the perspective of the organization's size, employees working in organizations with less than ten persons were, on average, mostly satisfied with their jobs. The study contributes to a better understanding of the drivers of job satisfaction from the context of the Central-European country, and it offers several suggestions for future research.

From Office to Home: Drivers of Gender Job Satisfaction During COVID-19

Research on job satisfaction and gender has yielded mixed results, underscoring the need to understand how men and women may experience job satisfaction differently. This study builds on extant literature by examining how extrinsic rewards, intrinsic rewards, work relations, work-life balance, and work design contribute to job satisfaction among men and women. Moreover, the study examines these relationships in the context of the COVID-19 pandemic. Using measurement items from the International Social Survey Programme Work Orientation Module, the study examined data from 766 employees in the United States who were employed throughout the pandemic. Findings revealed that women and men reported similar levels of job satisfaction, although the drivers of job satisfaction differed across genders. The findings and implications of the study can assist managers in maximizing job satisfaction among employees.

Drivers of job satisfaction among healthcare professionals: a quantitative review

ABSTRACT This study aims to understand the drivers of job satisfaction (intrinsic rewards, work relations, extrinsic rewards, and work-life balance) among healthcare professionals on a global scale. Job satisfaction responses from the 2015 Work Orientations IV wave of the International Social Survey Programme were analyzed. Respondents self-identified their occupation based on corresponding International Standard Classification of Occupations (ISCO-08) codes. Overall job satisfaction was highest among health service managers and generalist medical practitioners and lowest among environmental hygiene professionals and nursing professionals. The findings of this study may assist health services managers in recognizing low job satisfaction and developing occupation-specific engagement strategies for healthcare employees.

Organizational commitment in local government bureaucracies: The case of Zambia

AbstractWhat drives organizational commitment in local government? Despite the growth of decentralization initiatives in many developing countries and concurrent investments by international donors to build public sector capacity, there thus far has been little consideration of what drives bureaucrats to stay committed to local government service. This paper addresses this question by drawing on original survey data with more than 150 bureaucrats across 16 district councils in Zambia. The findings show that along with education, key factors that shape commitment include alignment with the mission of local government service, clear job objectives provided by supervisors, and placement in a city council. By contrast, extrinsic rewards and political interference play a more important role when examining drivers of job satisfaction. The results underscore the need for nuanced and multi‐modal policy interventions in developing country contexts to retain skilled staff in local government and improve the delivery of services to local communities.

Drivers of job satisfaction in midwifery—A work design approach

BackgroundIdentifying common factors that influence job satisfaction for midwives working in diverse work settings is challenging. Applying a work design model developed in organisational behaviour to the midwifery context may help identify key antecedents of midwives job satisfaction. AimTo investigate three job characteristics – decision-making autonomy, empowerment, and professional recognition as antecedents of job satisfaction in New Zealand (NZ) midwives. MethodsLatent multiple regressions were performed on data from Lead Maternity Carer (LMC) midwives n = 327, employed midwives n = 255, and midwives working in ‘mixed-roles’ n = 123. FindingsWe found that professional recognition is positively linked to job satisfaction for midwives in all three work settings. At the same time, decision-making autonomy and empowerment were shown to influence job satisfaction for midwives working as LMCs only. DiscussionOur main finding suggests that the esteem generated from being acknowledged as an expert and valuable contributor by maternity health colleagues is satisfying across all work contexts. Professional recognition encompasses the social dimension of midwifery work and influences midwives job satisfaction. Decision-making autonomy and empowerment are task and relational job characteristics that may not be similarly experienced by all midwives to noticeably influence job satisfaction. ConclusionGiven that job satisfaction contributes to recruitment, retention, and sustainability, our findings show that drivers of job satisfaction differ by midwifery work context. We present evidence to support tailored efforts to bolster midwives job satisfaction, especially where resources are limited.

Job Satisfaction of IT Workers in East Asia

The purpose of this study is to explore the drivers of job satisfaction of IT workers in the East Asian context, particularly in Taiwan, Japan, and China. Using data collected from IT workers, decision tree inductions were employed to identify the predictors of job satisfaction. Results indicate that the level of education has no effect on job satisfaction. Overall, higher uncertainty avoidance results in lower job satisfaction, and more experienced IT workers appear to be more satisfied. In Taiwan, longer serving IT workers, who are likely to hold more senior positions and spend more time on the job, are more satisfied with their jobs. Similarly, in Japan, older IT workers are more satisfied. In China, job satisfaction of IT workers differs across job roles and industries. It is recommended that management practices and policies in Taiwan focus on bridging gaps between longer serving and newer IT workers in terms of their ability to handle ambiguous work situations; whereas in Japan, these should focus on providing work flexibility and stress management programs to allow room for family support. In China, these should be tailored to specific job roles and industries in view of their different experiences with job satisfaction determinants.

Examining Causal Relationships of Tangible and Intangible Drivers Influencing Performance Assessment and Impacting Job Satisfaction Curve of Healthcare Professionals. A Study Done at Rashid Hospital, a Government Healthcare Facility in the U.A.E

Over the years, many studies have been conducted to comprehend the value of job fulfilment and the impact it has on the employee’s job performance. To be able to grasp this concept in the healthcare sector which is remarkably hectic, demanding and time sensitive, the performance of healthcare professionals is key. The cause being that job performance from healthcare professionals are correlated to facets such as efficiency, experience, management and quality which are all interlinked with the safety and well-being of the patients. Hence, the main goal of this research is to recognize the tangible and intangible drivers of job satisfaction and the impact it has on the healthcare professional’s performance. This study was carried out with a deductive approach with methods of both qualitative and quantitative which aided in finding out the literature gap currently present in the healthcare sector. As this study was conducted during the pandemic, the researcher was able to attain 68% of responses out of the 100%. However, with the pandemic, the researcher was able to unravel new variables of job satisfaction amongst healthcare professionals. Multiple theories and models of job satisfaction and job performance were tested to see which one applies to the Rashid hospital, Dubai, UAE. By figuring out the challenges faced by the healthcare professional with and without the pandemic allows the researcher and management team to build improvement plans.With multiple pie charts, bar charts and a 5-point Likert Scale Analysis Method, ranking and prioritizing the tangible and intangible drivers of job satisfaction amongsthealthcare professionalshelped to understand the level of impact their current employment has to their performance. With demonstration of summary output, regression analysis, residual output, R square and adjusted R square represents a pure study and validation of results. With the P value being <0.05 proves that this study is significantly strong.By adding theoretical debates on whether job satisfaction impacts job performance, this study concludes that this is a multifaceted concept and with the appropriate variables and methods, enhancing the performance will be at an advantage. Therefore, it is recommended that healthcare management team provides support in all aspects of the variables to improve the healthcare professional’s performance and ultimately increase the well-being of the patients.

“Business is unusual” – remote work after COVID-19

During the recent pandemic millions started to work from home. One of the main questions is that this revolutionary change becomes permanent (i.e. remote work will be the new normal) or it will be just a temporary one. In case that remote work is here to stay, it is essential to analyse whether this new form of work makes employees more satisfied with their jobs or not. It is frequently argued that happy workers are more productive, but a generally accepted methodology for measuring both job satisfaction and its possible drivers would be essential to prove this relationship quantitatively. The paper gives a brief overview of the latest trends and tendencies regarding remote work, with special regard to the newly remote workers who have transitioned to remote work after COVID-19 outbreak. The paper explores possible advantages, unavoidable drawbacks and expected challenges of remote work, outlining the prerequisites for implementing remote strategies successfully. Finally, a theoretical model for determining the main drivers of job satisfaction are presented.

Job Satisfaction as a Driver for Sustainable Development in the Hospitality Industry? Evidence from the Alpine Region

This study investigated the drivers of job satisfaction in the Alpine tourism industry. Intention to work in the profession in the future and training satisfaction were also examined. A total of 316 employees in two Alpine tourism regions were interviewed by means of a questionnaire and asked about the factors influencing their job satisfaction, their intention to remain in the sector, and their satisfaction with training. The results reveal significant differences between the two regions in the dimensions of appreciation, international job opportunities, compatibility of family life and career, workplace climate, working hours, and remuneration. The findings also highlight differences in training satisfaction and intention to remain in the job. These regional differences provide important insights into job satisfaction and the influences upon it, from which various approaches to pursuing sustainable development potential can be derived, including personnel management, reduction of employee turnover, and appreciative corporate culture towards guests and employees as well as image cultivation among the general public.

The Influence of Individual Income Ranks on Job Satisfaction: A Dynamic Perspective

We analyze how income ranks influence job satisfaction. Rank is defined as the wage percentile in which the individual is in a given year. We estimate a distributed lag model on GSOEP data in order to analyze the impact of past ranks and of past rank changes on self-reported satisfaction and to assess after how much time the effect of ranks on individual well-being disappears. We find that both ranks and rank mobility are relevant drivers of job satisfaction, but their impact is short-lived.

Satisfaction of entrepreneurs: A comparison between founders and family business successors

ABSTRACTAlthough a substantial body of literature compares the job satisfaction of employees to that of the self-employed, scholars rarely take into account the heterogeneity of the latter population. We compare the level and the drivers of job satisfaction of founders and successors in family businesses. Building on the notion of procedural utility, which entails the gratification that individuals experience in the process of performing a task, we find that job satisfaction and perceived discretion in decision making is lower for successors. We also find that perceived discretion fully mediates the relationship between mode of entry into entrepreneurship and job satisfaction.

Factors Affecting Employees Performance and Retention: A Comparative Analysis of Banking and Educational Sector of Karachi

This study investigated the impact of core drivers of job satisfaction including promotions, increment and bonuses, supervisor’s’ support, career development and advancement opportunities and working conditions on two dependent variables i.e. job performance and employees retention. For this purpose a comparative study is conducted in education and banking sector of Karachi. A sample of 100 employees was collected from each sector then results were analyzed through Confirmatory Factor Analysis and Structural Equation Modeling. The results found both the education and banking sectors are different in terms of chosen human resource policies Secondly, it has been found that results are dissimilar for both sectors in terms of different hypotheses. Career development, compensation and promotions are insignificant key divers of job satisfaction for job performance. While, working conditions, compensations and co-workers are insignificant key divers of job satisfaction for employees’ retention. Result’s implication is different for banks’ managers and educational institutions’ managers based on significance of coefficients however human resource policies vary in different business settings. Indeed, more the job satisfaction better chance of good employees’ performance while it reduces the intention to switch and keep the human talent retained.

Job Satisfaction and Expected Turnover Among Federal, State, and Local Public Health Practitioners.

To use data on the governmental public health workforce to examine demographics and elucidate drivers of job satisfaction and intent to leave one's organization. Using microdata from the 2014 Federal Employee Viewpoint Survey and 2014 Public Health Workforce Interests and Needs Survey, we drew comparisons between federal, state, and local public health staff. We fitted logistic regressions to examine correlates of both job satisfaction and intent to leave one's organization within the coming year. Correlates of job satisfaction included pay satisfaction, organizational support, and employee involvement. Approximately 40% of federal, state, and local staff said they were either considering leaving their organization in the next year or were planning to retire by 2020. Public health practitioners largely like their jobs, but many are dissatisfied with their pay and are considering working elsewhere. More should be done to understand the determinants of job satisfaction and how to successfully retain high-quality staff. Public health is at a crossroads. Significant turnover is expected in the coming years. Retention efforts should engage staff across all levels of public health.

Factors Related to Job Satisfaction in Urology

IntroductionThere is little information on job satisfaction in the extant literature in urology. The purpose of this study is to examine 1) the current state of job satisfaction among urologists in the United States, and 2) the demographic and work place factors that have the greatest influence on satisfaction. MethodsWe collaborated with AUA (American Urological Association) to query its domestic membership of practicing urologists regarding socioeconomic, work force and quality of life issues. A total of 848 responses were collected for a total response rate of 13%. Linear regression models were used to evaluate bivariable and multivariable associations with job satisfaction scores on a 1 to 5 scale. ResultsOf providers 70% reported being satisfied, 63% reported that they would choose medicine again and 83% would choose urology again. Age and job satisfaction did not demonstrate a linear association on statistical analysis but rather a U-shaped relationship. On bivariate analysis significant factors associated with higher job satisfaction included younger and older age, higher income (p = 0.047), fewer call days (p = 0.006), fellowship training (p = 0.006) and academic practice (overall p = 0.002). On multivariate analysis age (younger and older ages) and academic practice remained significant predictors of job satisfaction (p = 0.01) as did higher income (p = 0.038). ConclusionsThe current study helps describe the current state of job satisfaction among American urologists and examined work place factors that influence satisfaction. Income, hours worked, academic practice and age each have a significant impact on job satisfaction for the practicing urologist. Keeping abreast of the drivers of job satisfaction is critical to ensure that urologists continue to care for patients, perform research, educate future physicians and provide service to their communities.

Situational job characteristics and job satisfaction: The moderating role of national culture

International research on job satisfaction suggests that the relationship between job characteristics and job satisfaction differs across countries. These differences might be due to an effect of cultural differences. However, to date, there has been little systematic research on the question if and how national culture moderates different job characteristics’ influences on job satisfaction. We address this research gap by referring to the four key dimensions of culture defined by Hofstede and seven top drivers of job satisfaction. Empirical analyses are based on a sample from 24 nations. Findings indicate that some job characteristics’ impacts vary significantly between countries, while others prove to be independent of national context. These differences are indeed partially, significantly moderated by individual dimensions of culture.

Exploring the drivers of job satisfaction and performance in financial sectors: evidence from an emerging Asian economy

While there have been extensive studies exploring the relationships between demographic profiles of employees and their job satisfaction and job performance in developed and industrialised countries, there is a paucity of research for developing nations. This paper addresses this vacuum in the literature by empirically examining the impact of employee demographics such as age, education, job experience and financial incentives on their job satisfaction and job performance in the context of an emerging economy, Bangladesh. Data were collected from a randomly selected sample of 151 employees in the banking sector in Bangladesh using a structured questionnaire. Multiple regression analysis revealed that employees’ education and financial incentives had a significant impact on employees’ education and financial incentives in their job satisfaction. Furthermore employees’ age, job satisfaction and incentives also have a direct impact on their job performance. These findings have important implications for improving how well employees work in the finance sector in Bangladesh. These implications are highlighted in the paper.

Impact of hospital mergers on staff job satisfaction: a quantitative study.

BackgroundHospital mergers began in the UK in the late 1990s to deal with underperformance. Despite their prevalence, there is a lack of research on how such organizational changes affect the staff morale. This study aims to assess the impact of NHS hospital mergers between financial years 2009/10 and 2011/12 on staff job satisfaction and to identify factors contributing to satisfaction.MethodsData on staff job satisfaction were obtained from the annual NHS Staff Survey. A list of mergers was compiled using data provided by the Cooperation and Competition Panel and the Department of Health. Other sources of data included the NHS Hospital Estates and Facilities Statistics, the NHS ‘Quarter’ publication, official reports from health service regulators, individual hospitals’ annual accounts, data from the NHS Information Centre and the NHS Recurrent Revenue Allocations Exposition Book. Only full mergers of acute and mental health hospitals were analyzed. Propensity scores were generated using observable factors likely to affect merger decision to select three comparable hospitals for every constituent hospital in a merger to act as a control group. A difference-in-difference was estimated between baseline (3 years before merger approval) and each subsequent year up to 4 years post-merger, controlling for work environment, drivers of job satisfaction, data year, type of hospital and occupation group.ResultsThere were nine mergers during the study period. Only job satisfaction scores 1 to 2 years before (0.03 to 0.04 point) and 1 year after merger approval (0.06 point) were higher (P < 0.01) than baseline. Robustness testing produced consistent findings. Assuming other conditions were equal, an increase in autonomy, staff support, perceived quality and job clarity ratings would increase job satisfaction scores. Higher job satisfaction scores were also associated with being classified as medical, dental, management or administrative staff and working in a mental health trust.ConclusionHospital mergers have a small, transient positive impact on staff job satisfaction in the year immediately before and after merger approval. Continuous staff support and management of staff expectations throughout a merger may help to increase staff job satisfaction during the challenging period of merger.Electronic supplementary materialThe online version of this article (doi:10.1186/1478-4491-12-70) contains supplementary material, which is available to authorized users.

Understanding the Drivers of Job Satisfaction of Frontline Service Employees

In this article, we examine the antecedent structure of the terminal level of job satisfaction of frontline service employees who have recently quit a firm. The results from the estimation of a latent, finite-mixture model, using data collected from former employees of a large supermarket chain, point to a two-dimensional heterogeneity among exiting employees. We find systematic variation in the relative importance of the drivers of job satisfaction, such as work environment, personality, and demographics, across employee subgroups. We also find that the threshold level of the terminal satisfaction for exiting employees could be high for some and low for others. These findings stand in contrast to the inverse satisfaction-turnover intent link documented for existing employees and provide new explanations for the observed weakness in the relationship. They are also inconsistent with the attraction-selection-attrition model that argues for a convergence in employee dispositions. We suggest that job satisfaction and turnover models can be enhanced by adopting a utility-theoretic perspective that accommodates variations in the structure and threshold levels of terminal satisfaction. To this end, we provide some guidelines for how exiting rather than existing employees can provide an alternative avenue for diagnosing the quitting process and ultimately improving the predictive power of turnover models. Finally, we suggest that the allocation of employee retention resources based on either a common model of job satisfaction, or assuming a monotonic satisfaction-intent relationship, may be inefficient. Instead, we argue for model-based, group-specific retention programs to reduce frontline service employee turnover.

Internal Marketing Activities in Higher Education

The aim of this paper is to develop valid measurements to investigate the concept of 'Internal Marketing’ (IM) inhigher education institutions. The study confirms that the measurement instrument for IM is the 28items whichcan be validly and reliably measured using the SIX multi-item components of: Employee Development, InternalMarket Research, Internal Communications, Performance Incentives, Management Support and Vision aboutExcellent Service. The effect of IM on job satisfaction, organizational commitment and student satisfaction wasalso hypothesized and tested using SmartPLS.However, the findings indicate that although IM has a significanteffect on job satisfaction and organizational commitment, its effect is not substantial, which means that there areother drivers of job satisfaction and organizational commitment.Therefore, future research is encouraged toidentify those drivers. Moreover, the effect of job satisfaction and organizational commitment on studentsatisfactionis not substantial, which means that although these two variables are necessary, they are notsufficient conditions to ensure student satisfaction.