TITLE OF JOURNAL NAME OF

S/N AUTHORS DATE

ARTICLE JOURNAL

The impacts of monetary INTERNATIONAL

rewards on public sector JOURNAL OF
Ezekiel Chinyio, Subashini Su
1 2/5/2018 employees in construction: A ENGINEERING
resh, Jamilu Bappa Salisu
case of Jigawa state in SCIENCES &
Nigeria MANAGEMENT
 Motivating workers: how
Forner, V.W., Jones, M., leaders apply self-
2 12/14/2020 Organization Manage
Berry, Y. and Eidenfalk, J. determination theory in
organizations
 Influencing salespeople’s Leadership &
Azanza, G., Gorgievski, M.J.,
3 8/23/2018 work outcomes through Organization
Moriano, J.A. and Molero, F
authentic leadership Development Journal
 Microfoundations of SME European Journal of
Zhu, Y., Chen, T., Wang, M.,
4 5/14/2021 open innovation: the role of Innovation
Jin, Y. and Wang, Y.
help, knowledge sharing and Management
hiding
 Korlén, S., Essén, A., Managerial strategies to make Journal of Health
5 Lindgren, P., Amer-Wahlin, I. 4/10/2017 incentives meaningful and Organization and
and von Thiele Schwarz, U. motivating Management,
 Employee satisfaction, human
resource management
6 Elrehail, H., Harazneh, I., Abu 8/6/2019 European Journal of Ma
practices and competitive
advantage: The case of
Northern Cyprus

7 Dharma, Y. 5/4/2018 The Effect of Work MotivationProceedings of MICoMS

8 de Juana-Espinosa, S. and Rako4/12/2018 Public sector motivational practEuropean Journal of M
9 Ahmad, A. 1-Jul-18 The relationship among job chaJournal of Work-Appli
 Koen, J., Low, J.T.H. and Van Job preservation efforts: Career Development
10 18-Nov-19
Vianen, A. when does job insecurity International
prompt performance?
 International Journal of
11 Bugdol, M. and Jedynak, P. 12-Mar-21 Quality objectives in managemeQuality & Reliability
Management

An international Review of
12 Amin, I. 16-Oct-19 perspective of job grading Economics and
in the Egyptian Political Science
administrative system
 Quality objectives in International Journal
management systems – of Quality &
13 Bugdol, M. and Jedynak, P 12-Mar-21
their attributes, Reliability
establishment and Management
motivational function
 Loyalty program activity:
Marketing
Piotr Kwiatek, Marsela make B2B customers buy
14 15-Mar-19 Intelligence &
Thanasi-Boçe more
Planning
 The role of human
resource management
International
practices and employee
Journal of
15 Fatma Cherif 24-Jun-20 job satisfaction in
Sociology and
predicting organizational
Social Policy
commitment in Saudi
Arabian banking sector
 The relationship among
job characteristics
organizational Career
16 Craig Marshall 1-Jul-18 commitment and Development
employee turnover International
intentions: A
reciprocation perspective
 Employees’ perceptions
of corporate social
responsibility and ethical Social
Mehran Nejati, Michael E.
17
Brown, Azadeh Shafaei, Pi-
25-Feb-21 leadership: are they Responsibility
Shen Seet uniquely related to Journal
turnover intention?
 Competences
development and
Ana Moreira, Francisco turnover intentions: the
Cesário, Maria José
18
Chambel, Filipa
24-Dec-20 serial mediation effect of European Journal of
Castanheira perceived internal
employability and
affective commitment
 Organizational
Carolina Machado Dias commitment, job
Ramalho Luz, Sílvio Luiz
19
de Paula, Lúcia Maria
Jan-18 satisfaction and their Revista de Gestão
Barbosa de Oliveira possible influences on
intent to turnover
 Job satisfaction factors
Maureen Snow Andrade, for housekeepers in the
International
20 Doug Miller, Jonathan H. 18-Dec-20 hotel industry: a global
Westover Hospitality Review
comparative analysis
 VOLUME, NUMBER AND
COUNTRY Sector
PAGES

Public/Governme
Nigeria Vol. 16 No. 1, pp. 125-142.
nt
Australia Leadership Vol. 18 No. 2, pp. 76-94
Netherlands Sales Vol. 39 No. 7, pp. 926-944.
Slovenia Enterprise (SME) Vol. 40 No. 7, pp. 849-868.
Sweden Medical Vol. 31 No. 2, pp. 126-141
Northern Cyprus Human Resource Vol. 29 No. 2, pp. 125-149.

Indonesia Banking Vol. 1 pp. 7-12.

Poland and Spain Government Vol. 27 No. 2, pp. 141-154.
China Multiple Vol. 10 No. 1, pp. 74-92.
Holand Manufacturing Vol. 25 No. 3, pp. 287-305
Poland N/A

Egypt Administration N/A

Poland Management N/A
Kuwait Logistics Vol. 37 No. 5, pp. 542-554.
 Vol. 40 No. 7/8, pp. 529-
Saudi Arabia Banking
541
USA Banking Vol. 13 Issue: 5, pp.402-424
Iran Enterprise Vol. 17 No. 2, pp. 181-197.
Portugal Physical Asset 6(3), 493–522
 SME/Business
Brazil Vol. 25 No. 1, pp. 84-101
industry
 International Hospitality
USA Hotel Industry
Review
 JOURNAL ARTICLE ABSRACT

Literature indicates that monetary reward or compensation impacts on the level

of attraction, motivation, job satisfaction and retention of employees. The
elements of compensation include salary, bonuses (allowances), gratuity and
pension. The purpose of this study is to investigate how these four elements of
compensation specifically influence the attraction, motivation, job satisfaction
and retention of public sector construction employees of Jigawa State of Nigeria
to inform how their employer can raise the current levels of satisfaction and
retention of employees.
Self-determination theory (SDT), offers a theoretical framework for enhancing
employee motivation and stimulating positive outcomes such as commitment,
well-being and engagement, in organizations. This paper aims to investigate the
application of SDT among leaders and delineate practical managerial approaches
for supporting basic psychological needs in the workplace.
The purpose of this paper is to examine the relationships between sales
managers’ authentic leadership style and salespeople’s positive development.
The purpose of this research is to better understand the human aspects of open
innovation in small- and medium-sized enterprises (SMEs) by exploring how
intrinsic and extrinsic motivation influence enjoyment in helping others,
knowledge sharing and knowledge hiding and consequently firms' open
innovation.
A lack of knowledge exists about the process whereby incentives are filtered
through organizations to influence staff motivation, and the key role of managers
is often overlooked. The purpose of this paper is to explore the strategies
managers use as intermediaries between financial incentives and the individual
motivation of staff. The authors use empirical data from a local case in Swedish
specialized care.
The purpose of this paper is to explore the impact of human resource (HR)
management practices on achieving competitive advantage through studying the
mediating role of employee satisfaction in the context of five-star hotels in
Northern Cyprus.

The purpose of this study is to analyze the impact of motivation and organization
citizenship behavior on performance of employees at PT. Bank Aceh Syariah
Lhokseumawe. The research was conducted at Bank Aceh Syariah located at
Lhokseumawe. The population in this research were all members of the
employees at Bank Aceh Syariah Lhokseumawe (146 employees), the samplesof
this research were 74 employees at Bank Aceh Syariah Lhokseumawe.
The purpose of this paper is to explore the effects of job satisfaction practices for
public sector employees through a cross-national approach.
The purpose of this paper is to investigate the underlying reciprocity mechanism
which governs the relationship between employer and employee at their
workplaces in a perspective whereby intrinsic and extrinsic factors of job
satisfaction are considered as proxy to organizational offerings, while multi
overall job satisfaction and dimensional organizational commitment as
employee’ attitudinal reaction to the organizational offerings
While job insecurity generally impedes performance, there may be circumstances
under which it can prompt performance. The purpose of this paper is to examine
a specific situation (reorganization) in which job insecurity may prompt task and
contextual performance. The authors propose that performance can represent a
job preservation strategy, to which employees may only resort when supervisor-
issued ratings of performance are instrumental toward securing one’s job. The
authors hypothesize that because of this instrumentality, job insecurity will
motivate employees’ performance only when they have low intrinsic motivation,
and only when they perceive high distributive justice.
The aim of this paper is to show the ways of setting quality objectives, their
attributes and the conditions under which they can perform a motivational
function.

The study seeks to analyze concepts of “career grades” and “job

grading,” to highlight their importance and objectives for the efficiency
of administrative systems. In addition, it identifies the international
standards that can be used to draw grading systems. It explores the most
important types of grade structures. It also clarifies grading systems in
the Egyptian administrative system. It indicates some methods that can
be considered a form of career progression.
The aim of this paper is to show the ways of setting quality objectives,
their attributes and the conditions under which they can perform a
motivational function.
Following Reichheld and Sasser’s (1990) seminal article, companies
have started paying more and more attention to managing relationships
with existing customers. After almost 25 years since this publication,
securing customer retention seems to be an even more urgent task.
According to KPMG’s Global Consumer Executive Top of Mind survey,
90 percent of consumer goods and retail senior executives are concerned
with customer loyalty (KPMG, 2017). It comes as no surprise that
companies are introducing loyalty programs (LPs) to enrich relationships
with their customers and build up more business value from a loyal
customer base (Viswanathan et al., 2017). However, to develop and
maintain a LP means a considerable and long-term commitment to a
company’s budget. Recent report by KPMG shows that a LP can cost a
company as much as 5 percent of sales (KPMG, 2016) thus, it is crucial
to understand how LPs can influence on company performance (Bijmolt
et al., 2010; Breugelmans et al., 2015) and drive sales (Lal and Bell,
2003; Taylor and Neslin, 2005).
The purpose of this study was to investigate the role of human
resource management and employee job satisfaction in predicting
organizational commitment in the Saudi Arabian banking sector. In
almost all organizations, there is a report of its mission stating that
people are the most valuable resource. To achieve its goal, survive
and succeed, any organization should have the right personnel at
the right place and at the right time (Oladipo, 2011). Banking
organizations, as well as other types of business organizations,
depend largely on the quality and competence of its employees.
Therefore, organizations have to pay more attention to their human
resources, because implementation of human resource practices
supports maximizing employees' competences in the organization
(Saleem and Khurshid, 2014). Human resource management
practices are able to create organizations that are characterized by
intelligence, flexibility and competence compared to their rivals.
These organizations apply policies and practices of recruiting,
selecting, training skilled employees. These employees in their turn
will direct their best efforts toward cooperation within the resource
bundle of their organization (Nancy, 2013).
This study attempts to illustrate how feeling a need to reciprocate,
those who experienced strong satisfaction with job characteristics
appear to have had a sense of moral duty to the organization can be
helpful in understanding the processes by which organizational
inducements exert their influence on other employee attitudes and
behaviors. Evidently, while the link between employees’
satisfaction with their job and high organizational commitment, on
the one hand, and low intentions to leave on the other is fairly
straightforward, yet there in need to study these variables as
exogenous and endogenous to inquire about their causation.
The purpose of this study is to investigate the simultaneous effect
of ethical leadership (EL) and corporate social responsibility (CSR)
on employees’ turnover intention and examine the mediating
mechanism in these relationships. Ethical leadership (EL) and
corporate social responsibility (CSR) have been linked to a variety
of meaningful outcomes for individuals and organisations (Glavas,
2016a; Ng and Feldman, 2015). What role do EL and CSR play in
employee retention? This question is important because of the costs
associated with employee turnover including lost human capital, the
need to recruit and train new employees and lowered service
quality (Allen et al., 2010; Hancock et al., 2013). Previous research
has found that CSR (Du et al., 2011; Carnahan et al., 2017; Stewart
et al., 2011) and EL (Demirtas and Akdogan, 2015; Palanski et al.,
2014) are associated with lower employee turnover, so this might
seem like a settled question. However, these studies have not
adequately examined both influences simultaneously. Writing about
the proliferation of research on ethics-related constructs and their
antecedents and consequences, Schminke and Sheridan (2017, p.
244) observed “[…] we know a lot about the many constructs that
matter in isolation but very little about which are really most
important”. Furthermore:
Research on employee turnover since L. W. Porter and R. M.
Steers's (see record 1974-04029-001) analysis of the literature
reveals that age, tenure, overall satisfaction, job content, intentions
to remain on the job, and commitment are consistently and
negatively related to turnover. Generally, however, less than 20%
of the variance in turnover is explained. Lack of a clear conceptual
model, failure to consider available job alternatives, insufficient
multivariate research, and infrequent longitudinal studies are
identified as factors precluding a better understanding of the
psychology of the employee turnover process. A conceptual model
is presented that suggests a need to distinguish between satisfaction
(present oriented) and attraction/expected utility (future oriented)
for both the present role and alternative roles, a need to consider
nonwork values and nonwork consequences of turnover behavior as
well as contractual constraints, and a potential mechanism for
integrating aggregate-level research findings into an individual-
level model of the turnover process. (62 ref) (PsycINFO Database
Record (c) 2016 APA, all rights reserved)
Turnover is a critical factor to the organizations, to individuals and
to the society and presents both positive and negative aspects
(Phillips and Connell, 2003). Although there are studies of turnover
in the last 30 years in behavioral area and human resources with
theories about voluntary resignation (Tett and Meyer, 1993;
Mobley, 1992; Lee and Mowday, 1987; Dalton and Todor, 1979;
Burguess et al., 2001), such as in labor economics area (Du et al.,
2006; O’Higgins, 2012), in Brazil they were identified as efforts
with works of Pinto and Gonzaga (2014) and Cardoso and Lage
(2007). However, the turnover in Brazil still has gaps in academic
research agenda (Campos and Malik, 2008; Menezes and Bastos,
2010). Market data, as studied by Corseuil et al. (2013), who
analyzed the Brazilian turnover from 1996 to 2010, corroborated
with the importance of the theme and its maintenance in research
agenda.
This study offers a global comparative analysis of variables
associated with job satisfaction, specifically work-life balance,
intrinsic and extrinsic rewards, and work relations on job
satisfaction for hotel housekeepers.
 RESEARCH PROBLEM AND HYPOTHESES

The objective of this study and paper was to investigate the relationships between monetary rewards and employees’
attributes using
statistical methods in order to establish a more informed basis for remunerating the employees of the ‘Ministry of Works
and Transport of Jigawa State in Nigeria’ (MWT).
Hypothesis:
H1- The salary paid in this ministry has a positive impact
on workers’ retention. H2: The allowance paid in this ministry has a
positive impact on workers’ retention. H3- The gratuity payment after
retirement has a positive impact on workers’ retention. H4- The
pension payment upon retirement has a positive impact on workers’ retention.
To investigate the application of SDT among leaders and delineate practical managerial approaches for supporting basic
psychological needs in the workplace. To investigate the phenomenon of SDT-based leadership the research asks: how do
leaders apply SDT, when carrying out their day-to-day managerial functions, to support workers’ needs for autonomy,
competence and relatedness? This study is the first draw upon the lived experience of practitioners, specifically
organizational leaders, who have operationalized the theory into actions and have personally applied SDT in their
organization. Consistent with engaged scholarship (Van de Ven, 2007), the study aims to leverage theoretic knowledge of
SDT scholars alongside the insights and applied experience of practitioners to delineate examples of basic psychological
need support that are practically salient and aligned to the theoretic tenets of SDT. In doing so, this paper contributes to
bridging the theory-practice gap and further expands our understanding of what leaders do to motivate organizational
members.
Furthermore, this study expands prior research by investigating the relationship between perceived authentic leadership and
employees’ positive outcomes in terms of factors that may drive sales performance, such a employees’ psychological capital
(PsyCap) and work engagement. By uncovering antecedents that lead employees to perceive their supervisors as authentic
leaders and investigating the potential effects on employees’ work outcomes, we aim to contribute to the development of
managerial tools and strategic guides to support sales organizations, such as hiring and training processes and team
effectiveness development.
Hypothesis:

H1- Sales managers’ self-ratings of authentic leadership will relate positively to salespeople’s perceptions of their
manager’s authentic leadership.
H2a- Perceived frequency of leader–follower interaction will relate positively to salespeople’
perception of supervisors’ authentic leadership.
to better understand the human aspects of open innovation in SMEs by exploring how intrinsic and extrinsic motivation
influence the enjoyment in helping others, knowledge sharing and knowledge hiding and consequently firms' open
innovation. In responding to the abovementioned calls, the first intended contribution of this study is to examine the
microfoundations of open innovation from the entrepreneurs' perspective in SMEs. H1-Intrinsic motivation is positively
related to enjoyment in helping others.
Hypothesis:
H2- Intrinsic motivation is positively related to knowledge sharing.
H3- Intrinsic motivation is negatively related to knowledge hiding.
H4- Extrinsic motivation is positively related to enjoyment of helping others.
H5- Extrinsic motivation is positively related to knowledge sharing.
Healthcare systems worldwide face the challenges of increasing demands and limited resources. To drive efficiency, policy
makers are introducing financial incentives and provider competition based on their presumed motivational effect
To establish several important relationships that have not been well explored in the hotel sector in Northern Cyprus. To
examine the mediating role of employee satisfaction in the relationship between HRM practices and the competitive
advantage in which these factors have not been explored in the north of Cyprus or in the tourism sector. To contributes to
the field of HRM in the hotel and tourism industry by offering an in-depth look at the existing literature. To considers the
mediation effect of employee satisfaction, which was initially introduced in hotel management and tourism.
Hypothesis:
H1- HR planning has a statistically significant impact on the competitive
advantage.
H2- Job analysis and design has a statistically significant impact on competitive advantage.
H3- Employee performance appraisal has a statistically significant impact on the competitive advantage.
H4- Recruitment, selection and placement has a statistically significant impact on the competitive advantage.
H5- Compensation and reward has a statistically significant impact on the competitive advantage.
H6- Training and development has a statistically significant impact on the competitive advantage.
H7- Employee satisfaction would fully mediate the association between HR planning and the competitive advantage.
H8- Employee satisfaction would fully mediate the relationship between job analysis and design and competitive
advantage. H9- Employee satisfaction would fully mediate the relationship between employee performance
appraisal and the competitive advantage.
H10-Employee satisfaction would fully mediate the relationship between recruitment, selection and
placement and the competitive advantage.
H11- Employee satisfaction would fully mediate the association between compensation and
reward and the competitive advantage.
H12- Employee satisfaction would fully mediate the association between training and development and the competitive
advantage.

According to Wirawan (2009), performance is the output generated by the functions or indicators of a job or a profession in
a certain time. Bank Aceh Syariah Lhokseumawe has several benchmarks in evaluating its employees including by
evaluating the quantity of work in each work unit as well as the quality of work produced by each employee, then
supervision is very important to do because Bank Aceh Syariah is an institution trusted by public. In addition, cooperation
between bank employees need to be maintained and continue to be fostered to achieve the vision and mission of the
organization. Based on the phenomenon and background of the problems, then the author wants to examine “The Influence
of Work Motivation on Employee Performance With OCB as Intervening Variable At Bank Aceh Syariah Lhokseumawe.”
How HRM practices affect public employees’ job satisfaction in a cross-national context, which might be useful to develop
a universal construct.
Hypothesis:
H1- Perceived organisational and managerial support have a positive effect on the job satisfaction of public employees.
H2- Perceived organisational justice and fairness positively influence public employees’ job satisfaction.

H3- Intrinsic rewards will affect the job satisfaction of public employees.

H4- Extrinsic rewards will affect the job satisfaction of public employees.

H5- The relationship between job satisfaction and its determinants will vary across countries.
The present prolific of research on the subject matter of organizational behavior substantiates the relationship between
employees’ welfare and organizational effectiveness. Subsequently, the present regime of human resource management
theories primarily focus on achieving compatibility between individual employee’ and organizational goals, to ensure
organizational equilibrium. Robertson (1994) argued that the behavior of organizational members is influenced to a large
extent by characteristics of their work settings. For this reason, it is imperative to gage the understanding of mechanism
which governs the employee’ psychological reaction to its environment and develop attitude toward their job and
organization at large. Therefore, it is arguably more important than ever to understand how organizational offerings,
whether intrinsic and extrinsic contributes toward the employee behavior at workplace.
Hypothesis: Job characteristics leads job satisfaction to which employee
reciprocate by exhibiting their commitment toward their organization which in turn reduce intentions to leave an
organization.
How do people react when the continuity and stability of their job is at risk? Does their performance succumb to the
anticipation that they might lose their job, or do they devote extra effort toward their performance to prevent job loss from
happening?
Hypothesis:
H1- The relationship between employee perceived job insecurity and supervisor-rated overall performance is moderated by
employee intrinsic motivation, in such a way that perceived job insecurity is only positively related to performance when
intrinsic motivation is low.
H2- The relationship between employee perceived job insecurity and supervisor-rated overall
performance is moderated by employee perceived distributive justice, in such a way that perceived job insecurity is only
positively related to performance when perceived distributed justice is high.
The aim of this research is to show the ways of setting quality objectives, their attributes and conditions under
which they can fulfil a motivational function. is known about the level of awareness of quality objectives in
organizations with a quality management system in place, about people who factually set quality objectives, and
whether they are imposed or established in cooperation with all interested parties. This is important as the
process may identify existing management styles and even the level of trust in employees (these issues,
however, require other further research). We are interested in employees' opinions on the attributes of quality
objectives: to what extent they are measurable and objective and whether they are related to strategic objectives
(as indicated in the requirements of ISO 9001).

As part of the ongoing effort to take care of the public servant, which is a fundamental goal of administrative
reform, The career progression is vital which is One of the ways that drive a public servant towards self-
development and considered as an incentive to work and production that leads to stabilize the employee at his
work, taking into account the efficiency of the individual and his skills that Putting the individuals in the
specialty that suits them In the administrative and professional hierarchy inside the organization building,
Although many countries modify the grade structures as a starting point of administrative reforms, academic
researchers studying this area – to define the criteria that develop such structures and to explicate the objectives
that can be achieved – are almost rare.
The topic is important because quality objectives determine the directions of undertaken improvement activities
and allow organizations to measure the effectiveness of their quality management systems. However, the
previous literature concerning quality objectives has not been too extensive. So far attempts have been made to
define quality objectives (ISO 9000:2015, Quality Management Systems – Fundamentals and Vocabulary,
Price, 2002), the methods of setting quality objectives have been described (Djouab et al., 2016; Bexelius et al.,
2018; Zapłata, 2018; Tadic et al., 2013; Martínez-Moreno and Díaz Suárez, 2016), their importance has been
emphasized (Deming, 2012; Dale, 1999), the attributes of quality objectives and the conditions of their
functioning have been identified (Hirzalla et al., 2014; Oakland, 1995; Bugdol, 2018; Zapłata, 2018; Tadic et
al., 2013; Allison and Byron, 1996; Djouab et al., 2016; Tadic et al., 2013) and problems with their setting and
achievement have been highlighted (Tadic et al., 2013; Deming, 2012; Carson and Carson, 1993). Few
publications indicate the function motivating employees to pursue quality objectives (Shackleton and Wale,
2002; Whitaker and Levy, 2012; Gilliland and Landis, 1992; Locke, 1978; Huczynski and Buchanan, 1991;
Fishbach, 2018).
The aim of this paper is to shed more light on LPs’ efficacy in B2B and their possible impact on the company’s
performance. More specifically, the purpose of the paper is to verify if and how customers’ activity in a LP
leads to higher sales in B2B.
Hypothesis:
H1- Reward frequency affects sales
more than (a) recency of reward redemptions and (b) amount of points redeemed.
Organizations, at the heart of which lie banks, face challenges, including complex developments, and
technological trends, among them are globalization, deregulation. These fast changes impose on them
to manage their staff businesses effectively in job satisfaction, employee performance and
organizational commitment. It was found that when employees were satisfied with their job, they were
successfully committed to their organizations and contributed to their effectiveness and ultimate
survival (Mahmood, 2013). Although HRM practices have increasingly been studied in connection
with different organizational outcomes like employee job satisfaction, employee performance and
employee commitment (Rahman et al., 2013; Nadarajah et al., 2012; Choi and Lee, 2013), there is no
research on the role of HRM and employee job satisfaction in predicting organizational commitment in
the Saudi Arabian banking sector. Hypothesis:
H1: There is a
positive correlation between HRM and employee job satisfaction.
H2: There is a positive correlation between job satisfaction and organizational commitment.
H3: There is a positive correlation between HRM and organizational commitment.
H4: There are combined effects of HRM and employee job satisfaction on organizational commitment.
The study is in an attempt to investigate norm of reciprocity within the social exchange bond,
specifically to develop an understanding of employee attitude such as, job satisfaction, organizational
commitment and employee’ intention to leave an organization.
Hypothesis:
H1- Job characteristics leads job satisfaction to which employee reciprocate by exhibiting
their commitment toward their organization which in turn reduce intentions to leave an organization.
To examine two different mediating mechanisms, employee commitment and job satisfaction. The
results of our study will shed light on their relative power to explain the relationship between EL, CSR
and employee Hypothesis:
H1: CSR is negatively related to employee TI.
H2: EL is negatively related to employee TI.
H3: The relationship between CSR and TI will be partially mediated by commitment to the
organisation.
H4: The relationship between CSR and TI will be partially mediated by satisfaction.
H5: The relationship between EL and TI will be partially mediated by commitment to the leader.
H6: The relationship between EL and TI will be partially mediated by satisfaction.
To test the serial mediating effect of internal employability and affective commitment on the
relationship between organisational practices of competence development and turnover intentions, we
used the correlational quantitative method. The results verified that employees valued support for their
development of competences, which strengthened their connection with the organisation.
Hypothesis
H1: The perception of organisational practices of competences
development [(a) training, (b) individualised support and (c) functional rotation] has a significant and
negative effect on turnover intentions.
H2: Perceived internal employability has a significant and negative effect on turnover intentions.
H3: Affective commitment has a significant and negative effect on turnover intentions.
H4: Perceived internal employability and affective commitment both represent an indirect effect in
series in the relationship between organizational practices of competences development [(a) training,
(b) individualized support and (c) functional rotation] and turnover intentions.
Turnover is a critical factor to the organizations, to individuals and to the society and presents both
positive and negative aspects (Phillips and Connell, 2003). Although there are studies of turnover in the
last 30 years in behavioral area and human resources with theories about voluntary resignation (Tett
and Meyer, 1993; Mobley, 1992; Lee and Mowday, 1987; Dalton and Todor, 1979; Burguess et al.,
2001), such as in labor economics area (Du et al., 2006; O’Higgins, 2012), in Brazil they were
identified as efforts with works of Pinto and Gonzaga (2014) and Cardoso and Lage (2007). However,
the turnover in Brazil still has gaps in academic research agenda (Campos and Malik, 2008; Menezes
and Bastos, 2010). Market data, as studied by Corseuil et al. (2013), who analyzed the Brazilian
turnover from 1996 to 2010, corroborated with the importance of the theme and its maintenance in
research agenda.
There are various reasons why an employee leaves the organization or has the intention to leave
(Gaylard et al., 2005; Agapito et al., 2015). After a literature collection, two constructs were chosen
usually mentioned as influencers of this decision or intention to leave the organization, which were “job
satisfaction” and “organizational commitment” (Tett and Meyer, 1993; Gaertner, 1999; Mobley, 1992;
Griffeth et al., 2000; Du et al., 2006; Lee and Mowday, 1987; Yucel, 2012; Baotham et al., 2010).
Retaining professionals is a permanent challenge in an organizational environment that also remains as
the most persistent challenge faced, especially by the information technology (IT) sector, with its
particularities and shortage of labor in the Brazilian scenario (Joseph et al., 2007; Fernandes et al.,
2013). The comprehension of the factors which influence the voluntary exit or the intention of doing it
might be quite valid to the enterprises which can direct their strategies and actions of human resources,
aiming to keep the good professionals (Lee and Maurer, 1997; Medeiros et al., 2003; Stewart et al.,
2011). Hypothesis:
H1- HRM and employee job satisfaction contribute
to organizational commitment.
The purpose of the study is to identify similarities and differences in the variables that impact job
satisfaction for hotel housekeepers across countries with the goal of informing management practice.
To our knowledge, this is the first global comparative study of job satisfaction for hotel housekeepers.
Hypothesis:
H1- There will be statistically significant differences in the levels of job
satisfaction for hotel housekeepers across countries.
H2- Job satisfaction for employees in hospitality occupational categories will be lower than for
employees in all other occupational categories, controlling for other work characteristic and individual
factors.
H3- Job satisfaction for hotel housekeepers will be lower than for employees in other hospitality
occupational categories, controlling for other work characteristic and individual factors.
H4- There will be statistically significant cross-national differences in the mean scores of the
determinants of job satisfaction for hotel housekeepers.
H5- Work-life balance factors will have a statistically significant positive impact on the job satisfaction
for hotel housekeepers across nations.
H6- Extrinsic rewards will have a statistically significant positive impact on the job satisfaction for
hotel housekeepers across nations.
H7- Intrinsic rewards will have a statistically significant positive impact on the job satisfaction for hotel
housekeepers across nations.
H8- Coworker relations factors will have a statistically significant positive impact on the job
satisfaction for hotel housekeepers across nations.
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Following the approach of Andrade and Westover's (2018a, b); e.g. see also
Andrade et al. (2019a, b), this research utilizes cross national comparative data
from the International Social Survey Program (ISSP) 2015 Work Orientations
Module IV [1], which uses multistage stratified probability samples in 37
individual countries around the globe [2] and asks questions about employees'
work experiences, conditions, and perceptions. In this analysis, we focus on hotel
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 SUMMARY OF METHODS USED SUMMARY OF MAJOR FINDINGS

The Positivist paradigm guided the empirical

research where a questionnaire was developed,
The results established that construction employees in
pilot-tested and administered to 265 people
Jigawa State’s public sector were motivated by allowances
using stratified random sampling. A total of
and gratuity, attracted to the job by salary, pension and
260 questionnaires were collected,
gratuity and remained in their jobs through the influences of
representing a response rate of 98 per cent.
gratuity and pension. Gratuity played a major role, as it
The data obtained were analyzed using both
impacted on all the four variables studied.
descriptive statistics and structural equation
modelling.
 The findings reveal how SDT is operationalized by leaders to
Participants were 51 leaders who had
support basic psychological needs for autonomy, competence
personally applied SDT with their own
and relatedness in the workplace. The SDT-informed
followers. Data were collected via free-listing
management strategies are discussed in relation to the
method and analysed to extrapolate examples
literature and alongside case scenarios to illustrate
of SDT-application that are both practically
approaches for integrating elements of SDT into day-to-day
salient and aligned to theoretic tenets of SDT.
management activities.
 In line with previous studies, the analyses indicated that sales
managers’ authentic leadership style as perceived by
employees significantly predicted salespeople’s work
Multilevel regression analysis was used to engagement and psychological capital (PsyCap). Contrary to
examine the data from 40 work teams from the expectations, salespeople’s perceptions of sales
several Spanish retail companies (190 managers’ authentic leadership did not relate to sales
salespeople and 40 sales managers). managers’ self-ratings of authentic leadership, but instead
related to sales managers’ gender (women were perceived as
more authentic) and higher perceived frequency of leader–
follower interaction.
 Results reveal that intrinsic motivation is positively
associated with helping behavior and knowledge sharing and
negatively associated with knowledge hiding. We also
We collected data with a survey among CEOs
confirm the positive relationship between extrinsic
in 140 SMEs and performed confirmatory
motivation and knowledge sharing. Moreover, we find that
factor analysis applying structural equation
knowledge sharing increases and knowledge hiding
modeling in IBM SPSS AMOS (v. 26).
decreases the firm-level open innovation. Especially in high-
tech industry, knowledge sharing is a vital determinant of
open innovation.
We conducted an explorative qualitative study
of market-inspired patient-choice reform in
specialized orthopedics based on interviews at
six healthcare providers. The study targets a
patient-choice reform in specialized care for
hip and knee replacement that was introduced
in 2009 and is still active. In total, 17
interviews were held between June and
November 2014, each lasting 45-60 minutes.
In all, 16 interviews were conducted face-to- The analysis confirmed that the managers considered
face and one over the phone. All were themselves intermediaries between the governance model
recorded with a digital audio recorder. All and their staff. The respondents described four major
respondents were informed about the study alignment strategies they applied in their roles as managers.
both orally and in writing. We aimed to The aim of these strategies was to reconcile the requirements
include different provider types in the study to of the model and their staff preferences. One additional
obtain broad knowledge about how the same strategy, which involved overruling the model, was used
model works in different provider contexts. more rarely in situations in which staff motivation was at
Two specialized providers and four hospitals risk of being reduced. One proposed but unrealized strategy
volunteered to participate in the study. Two was to improve the system through a dialogue with policy
specialized providers declined to participate makers. The six strategies are described below, preceded by
due to extensive internal reorganization. All a description of the contextual knowledge possessed by the
interviews were transcribed verbatim and managers – knowledge that was a key prerequisite for their
analyzed in NVivo. Data familiarization efforts to contribute to alignment
occurred concurrent with interviewing. After
completing the majority of the interviews (15),
data saturation was reached. The final two
respondents were recruited to control for
additional themes, but no new themes were
discovered. After the in-depth immersion of
data, we applied a two-step data-analysis
process using a hypo-deductive approach
(Fereday and Muir-Cochrane, 2008).
 The main research findings revealed that HR practices had a
significant effect on competitive advantage. By comparison,
thethe
For determining the appropriate sample size, research findings used
researchers revealed that the mediator
95 percent variable
confidence had5 percent margin of error. Acc
level,
no effect on achieving competitive advantage for five-star
hotels in Northern Cyprus.

The conceptual framework in this study is

built on theoretical views and previous
empirical research on correlation between
it can be concluded that there was effect of motivation on
work motivation and organization citizenship
OCB at PT. Bank Aceh Syariah Lhokseumawe. There was
behavior as well as employee performance at
effect of motivation on employee performance at PT.
Bank Aceh Syariah Lhokseumawe. All of the
Employee performance at PT. Bank Aceh
employees who are in the head offices and
SyariahLhokseumawe. The behaviors of Bank Aceh Syariah
branch offices of Bank Aceh became research
employees had been very closely related to social behavior,
objects. Target population in this research
where every employee has a sense of concern for the
were employees of Bank Aceh Syariah in
institution, but it still needs better cooperation among fellow
Lhokseumawe, who work at Bank Aceh
colleagues to improve the cohesiveness and morale of the
Syariah Lhokseumawe Branch, with the total
work.
number of sample were 74 people and had
fulfilled the requirements of the model used in
this research was path analysis.
This research was performed in two similarly
sized public institutions (in number of students
and personnel), with bureaucratic structures.

The data comprises 171 responses, 72 from the

Spanish institution and 99 from the Polish one,
from employees working in purely clerical
positions belonging to the technocratic part of
the organisation. The low response rate owes
to the adverse feelings towards answering a
questionnaire for somebody in their working
place, especially considering previous
situations that led to negative repercussions as
a result of climate surveys, and despite the
strong assurances for anonymity. The data set
had only three missing values, which were
replaced by the mean value since they did not
have a systematic pattern and any imputation
method should work (Hair et al., 2010). In
addition, two questionnaires were invalidated. The results show a positive relationship between
Harman’s (1976) single factor test indicated motivational factors and job satisfaction; however, there is
that it is unlikely that the results may be no evidence that the variable “country” introduced
affected by common method variance significant differences.
(Podsakoff and Organ, 1986). As we can see,
both samples are quite similar, as shown in
Table I. Both groups are markedly feminine
staff, most of them belonging to the generation
X and well educated. Therefore, no sample
particularities may alter the interpretation of
the results.

SmartPLS 3.0 (Ringle et al., 2015) was used to

compute the model and the multi-group
analysis (PLS-MGA). The PLS approach is
useful and convenient when dealing with small
samples in terms of robustness and statistical
power (Reinartz et al., 2009; Hair et al. 2013),
particularly in management research (Hair et
al., 2012, 2013). A composite-based method
was preferred to a factor-based method for the
sake of robustness (Rigdon, 2012).
Al
and organizational commitment and employee
turnover intentions. Ten job characteristics
were identified with which employees
experience at the workplace as organizational
offerings. These include salary, recognition,
co-workers, supervision, organizational
policies, promotion, working condition, task
requirement, job security and nature of work.
Subsequently, these identified facets were
The findings from the study reveal employees’ subjective
divided into intrinsic and extrinsic factors of
evaluation to the intrinsic and extrinsic factors of job
job satisfaction, and were considering as proxy
contribute to the formation of their reciprocal perspective of
to the organizational offerings to its
psychological attitude toward its job and organization
employees. These job characteristics were
characterized as their job satisfaction and organizational
identified during in-depth interviews and
commitment. As such, better evaluation of job content and
discussions with the respondents, while overall
job context by the employees leads to the sense of obligation
job satisfaction, organizational commitment
and commitment toward the organization, hence reduces
and employees’ turnover intentions were
their intentions to discord organizational membership. The
considered as employee’s psychological
findings also reveal that employees tend to incline their job
reactions to the organizational offerings. The
satisfaction more toward the extrinsic worth of job than the
sample consists of 654 hospital employees,
intrinsic worth. While as both, job satisfaction and
working at the different hospital across state.
organizational commitment, explains relatively equal
In order to ensure the representation of the
variation in the employees’ turnover intentions. The
entire human capital, employees working
relatively strong correlation of extrinsic characteristics of job
under different levels of occupational status
could be attributed to the fact that professionals generally
and different sectors of economy were
have limited control over extrinsic factors and have high
included in the for the purpose of data
degree of control over intrinsic elements. Therefore, their
collection. The number of employees from
perceptions of the job are particularly dependent on the
each hospital has been selected through
degree of satisfaction with the extrinsic factors (Pearson and
proportionate method. Employees from each
Seiler, 1983).
hospital were selected on the basis of the chit
method. Measurement tools Questionnaire
method was used to collect the data for the
present study. A five-point likert type scale
was used for the sake of maintaining
uniformity in measuring the variables. All the
variables were measured with multiple-item
scales, questionnaire item used to measure
different constructs in this study are derived
 Multilevel analyses showed that job insecurity was only
In a survey study among 103 permanent
positively related to supervisor-rated overall performance
employees of a company in reorganization, the
among employees with low intrinsic motivation and,
authors assessed perceived job insecurity,
unexpectedly, among employees who experienced low
intrinsic motivation and perceived distributive
distributive justice. Results were cross-validated using
justice. Supervisors rated employees’ overall
employees’ self-rated performance, replicating the findings
performance (task performance and
on distributive justice but not the findings on intrinsic
organizational citizenship behaviors).
motivation.
Collecting relevant data, the authors used the
results of previous research and theoretical
assumptions concerning quality objectives.
Subsequently, they carried out a survey and
exemplification research based on
participatory observations, document content
analysis and interviews. The research was
started with a literature review. The literature
on the subject was reviewed in the course of
the following stages: (1) selecting key words Goals are set mainly by top management, but the
(quality objectives, theories of objectives, communication process itself is insufficient; the needs of
bonus, remuneration and quality management system users are not taken into account. In the opinion of the
systems), (2) searching for works containing employees, quality objectives are measurable and objective,
the selected key words in the following although not very ambitious. For quality objectives to fulfil a
databases: Academic Search Ultimate, motivational function, they should be objective and
including Business Source Ultimate, measurable. Also, the allocation of tasks among employees
Education Resources Information Center, needs to be fair. Furthermore, quality objectives have to play
AGRICOLA, Green FILE, and Google a greater role in remuneration systems.
Scholar, (3) becoming familiar with the
returned publications, (4) reviewing the
publications, (5) preparing a map of the
available literature, (6) summarizing the
selected publications and (7) arranging the
collected research material. The applied
procedure is consistent with the general
methodology of research in management
sciences (Easterby-Smith et al., 2015).

The study identifies precise definitions of both career

grades and job grading, referring to these concepts in
The study employs descriptive, analytical,
the Egyptian administrative system. It also suggests
as well as, legal approaches; it analyzes
that there is no ideal hierarchy to be applied in all
the information given in the study in
administrative systems. Therefore, the study provides
terms of relevant legal texts.
some criteria that help to form the appropriate grade
structure for each system.
 Goals are set mainly by top management, but the
Collecting relevant data, the authors used communication process itself is insufficient; the needs
the results of previous research and of system users are not taken into account. In the
theoretical assumptions concerning opinion of the employees, quality objectives are
quality objectives. Subsequently, they measurable and objective, although not very ambitious.
carried out a survey and exemplification For quality objectives to fulfil a motivational function,
research based on participatory they should be objective and measurable. Also, the
observations, document content analysis allocation of tasks among employees needs to be fair.
and interviews. Furthermore, quality objectives have to play a greater
role in remuneration systems.
To investigate the influence of a B2B LP
on sales performance we selected an
office supplies wholesaler company in
Poland. The office supplies sector in
Poland is represented by more than 5,000
companies (mainly micro companies). It
is considered to be highly fragmented as
the biggest player on the market (a
multinational brand) holds an estimated
11 percent of market share. Supplying
companies seek to establish formal
The results suggest that in a linear LP, the frequency of
relationships with their business
rewards impacts sales the most, compared to recency
customers, using fixed-term contracts in
and amount of points redeemed. The intensity of a
order to manage the risk of customer
LPA is influencing the expected sales in a company.
attrition and improve their operational
performance. Fixed-term contracts are
suitable for mid- and large size customers
who can effectively plan their demand.
On the contrary, smaller business
accounts prefer not to commit to a
specific supplier and thus buy on spot
choosing the most appropriate offer from
competing suppliers.
For the purpose of this study,
quantitative survey research was
employed. The independent variables
are HRM and employee job
satisfaction, while the dependent
variable is organizational commitment. The results of this study, consistent with the
Prior to administering the scales, findings of Ali et al.'s (2019), revealed that job
employees in the target banks were satisfaction was correlated with organizational
informed about the purpose of the commitment. Additionally, HRM (represented by
study and voluntarily indicated orally their managers) provides suitable conditions for
that they agreed to participate. To increasing employees satisfaction and job
ensure that the respondents responded motivation through appropriate awarding, which
to the items honestly and sincerely, are based on the actual evaluation of performance
they were told not to identify and increasing salary in accordance to employees'
themselves in any way on the scale capabilities, aiming to improve their organizational
paper. They were also informed that commitment.
they should not be concerned with
anything regarding their participation
in the study, and their responses are
for research purposes only and would
be kept confidential. All data were
entered in an SPSS file.
 The findings from the study reveal employees’
subjective evaluation to the intrinsic and extrinsic
factors of job contribute to the formation of their
Since the study use the tenets of reciprocal perspective of psychological attitude
situational theories of employee’ toward its job and organization characterized as
attitude which assume that employee’ their job satisfaction and organizational
attitude results from the psychological commitment. As such, better evaluation of job
evaluation of one’s job characteristics content and job context by the employees leads to
or other aspects of the environment in the sense of obligation and commitment toward
the organization; therefore, the study the organization, hence reduces their intentions to
integrates the job characteristics as the discord organizational membership. The findings
organizational offerings to its also reveal that employees tend to incline their job
employee and employees attitude like satisfaction more toward the extrinsic worth of job
job satisfaction, organizational than the intrinsic worth. While as both, job
commitment and employee’ turnover satisfaction and organizational commitment,
intentions as reciprocity reaction to the explains relatively equal variation in the
organizational offerings. The structural employees’ turnover intentions. The relatively
equation model was used to frames the strong correlation of extrinsic characteristics of job
intricacy job characteristics, job could be attributed to the fact that professionals
satisfaction and organizational generally have limited control over extrinsic
commitment and employee turnover factors and have high degree of control over
intentions. intrinsic elements. Therefore, their perceptions of
the job are particularly dependent on the degree of
satisfaction with the extrinsic factors (Pearson and
Seiler, 1983).
The authors conducted a field study of The results show that employees’ perceptions of
851 employees across a variety of CSR as well as EL are both uniquely and
industries. This study applied partial negatively related to turnover intention. The
least squares structural equation authors also found that employees’ job satisfaction
modelling for hypothesis testing. but not commitment, mediates these relationships.
 A significant and negative effect of organisational
practices of competences development, perceived
A conceptual model is presented that internal employability and affective commitment
suggests a need to distinguish between on turnover intentions was verified. A total serial
and attraction/expected utility for both mediation effect was also found from perceived
the present role and alternative roles, a internal employability and affective commitment
need to consider non work values and in the relationship between organisational practices
non-work consequences of turnover of competences development (i.e., training,
behavior as well as contractual individualised support and functional rotation) and
constraints. turnover intentions.
Following a quantitative approach
regarding methodological aspects of
this research, a case study was carried The results suggest that affective and normative
out in a company of information commitments and satisfaction with pay,
technology and communication satisfaction with promotions and satisfaction with
located in Porto Digital, in the the nature of the work are correlated with the
Northeast of Brazil. A data collection intention of negative turnover significantly.
technique with 172 forms, a self- Among the demographic factors, only the age
administered form with 18 closed showed a negative correlation with intent to
questions with a Likert-type scale and turnover. By performing multiple regression
an open questionnaire were used. In analysis, we identified that the variables that most
this analysis, Statistical Package for impacted the turnover intention are affective
the Social Sciences (SPSS) software commitment, satisfaction with salary and
was used as the technique; besides the normative commitment. The qualitative portion of
descriptive statistics, a correlation was this study was accomplished through a content
made between dependent variables analysis of the open question of the form. Finally,
(intention of rotation) and independent one of the main considerations is the findings that
variables (affective, normative, revealed variables other than those adopted in the
instrumental and work satisfaction). study, which influence the permanence of the
The level of organizational respondents.
commitment in its three dimensions
(affective,
Findings indicate significant
differences in job satisfaction for hotel
Findings indicate significant differences in job
housekeepers across countries, lower
satisfaction for hotel housekeepers across
job satisfaction for hospitality
countries, lower job satisfaction for hospitality
occupations compared to all other
occupations compared to all other occupational
occupational categories, lower job
categories, lower job satisfaction for hotel
satisfaction for hotel housekeepers
housekeepers than employees in other hospitality
than employees in other hospitality
occupations, and a statistically significant positive
occupations, and a statistically
impact of some elements of work-life balance,
significant positive impact of some
intrinsic and extrinsic rewards, and coworker
elements of work-life balance, intrinsic
relations on job satisfaction.
and extrinsic rewards, and coworker
relations on job satisfaction.
 INDICATION OF RESEARCH UNFAMILIAR RESEARCH
LIMITATIONS METHODOLOGY TERMS

Despite the fact that this study revealed

the extent to which compensation
influences public construction workers,
some limitations need to be considered.
The research was conducted in Jigawa
state, Nigeria specifically on public
construction workers; the variables used
in establishing the relationships in the None
study were limited to salary, allowance,
gratuity and pension and retention.
Therefore, future researches can be
conducted in other states in Nigeria, or
elsewhere using additional variables
which might have not been employed in
this study.
The data reflects the personal experiences of a
distinct case of organizational leaders.
Investigation of the phenomenon of SDT
application in the present research is,
therefore, constrained within the boundaries of
the participants and their context. The sample
of leaders who contributed the applied
examples were from a very narrow
sector/organizational context that may not be
representative of leaders or managers in other
organizations. Greater diversity of leader None
participants from different contexts and
organizations may have provided different
perspectives. The validity of the SDT
application examples provided in this study is
also noted as a limitation. The effect that these
managerial strategies have on workers’ basic
psychological need satisfaction require further
empirical examination and future research
should measure the motivational effects of the
suggested strategies on followers.
The research is limited to a number and a
country only, while this research can
conducted on multi-country to examine None
the same on different cultures.
The research is limited to the CEOs of the
organizations, while the human resource's
outputs ar not part of the reasearch, at the None
mean time no other personel of the
organizations are interveiwed.
The study was conducted in specialized
orthopedics, in which managers handled this
specific governance model. The managerial
strategies identified in this study needs to be
further explored in in other healthcare settings
and systems, including more complex
diagnoses, different market compositions,
None
provider structures and different incentive
models. Furthermore, the body of literature
guiding the focus of this study mainly takes an
individual perspective on motivation and
management. Particularly, system dynamics at
the micro, meso or macro level needs to be
investigated in future studies.
This study had some limitations. First, the
researchers obtained ratings of HR practices,
employee satisfaction and competitive
advantage at the same time. The researchers
cannot rule out that individual ratings may
have influenced or biased their ratings of the
hotel’s HR practices and competitive
advantage. However, results from our
confirmatory factor analyses and Harman’s
one-factor test suggest no significant concerns
regarding common method bias. Nevertheless,
relying on the same source measures may
cause an underlying methodological problem.
In other words, this study’s cross-sectional
design may have a profound effect on the
findings. The findings are also only applicable The researchers applied IBM SPSS
to the Northern Cyprus hotel industry and, AMOS v21 to the data set, undertaking
more specifically, to five-star hotels in that structural equation modeling (SEM) to
industry. diagnose the research model and
identifying the data set’s underlying
Thus, the researchers caution readers that the structure
findings are only applicable to established
hotels and industries. “Longitudinal studies
and multilevel analytic approaches to
differentiate and disaggregate variance at
individual, group and organizational levels can
help map the strength of proposed direct and
indirect relationships.” Further theoretical
research is needed to determine how HR
practices interact with other variables with an
inclusive, competitive advantage in other
industries or cultural settings. Fortunately, our
model can stimulate and guide future research
and promote a greater understanding of the
importance of strategically orienting HRM
practices to stimulate competitive advantage.

The research is limted to the Bank Aceh

None
Syariah Lhokseumawe.
The research only focuses on qualitative
None
aspects.
This study does not take into account several
extraneous factors which could have
significant role in the employee–employer
reciprocation relationship. For example this
study was conducted in time when nation was
facing its adverse economic conditions. As
such, employee may dither to express their
intentions to leave despite of having low
affectionate and sense of obligation toward
their respective organization. Another
None
limitation arises on the assessment of cost of
benefits associated with leaving the
organization, which in the times of tight labor
market conditions would be exceptionally
high. Thus cloud affects the intricacy of
understudy variables. Moreover, this study
attributes job satisfaction, organizational
commitment and employee turnover intentions
only few generic intrinsic and extrinsic
characteristics of job.
The results can inform future research on the
specific situations in which job insecurity may
prompt job preservation efforts, and call for
research to uncover the mechanisms
underlying employees’ negative and positive
responses to job insecurity. The results and None
associated implications of this study are
largely based on conceptual evidence. In
addition, the cross-sectional design warrants
precaution about drawing causal inferences
from the data.
The main limitations are caused by the
adopted research method. Surveys provide
only opinions, often subjective ones.
Secondly, the limitations lie in the cultural
sphere – only companies operating in Poland
participated in the survey. In research on the
motivational function of quality objectives, it
should be remembered that employees have
different objectives and different motives for
None
acting. Some people value their status in an
organization or friendships; others are
motivated by money or power. That is why it
is so difficult to pursue the integration of
various objectives – not only formal ones such
as quality, environmental or OHS objectives
but also hidden ones.

The research is limited to Egypt only; and

this might be because no other country None
has a similar system.
The main limitations are caused by the
adopted research method. Surveys provide
only opinions, often subjective ones.
Secondly, the limitations lie in the
cultural sphere – only companies
operating in Poland participated in the
survey. In research on the motivational
function of quality objectives, it should be
remembered that employees have
None
different objectives and different motives
for acting. Some people value their status
in an organization or friendships; others
are motivated by money or power. That is
why it is so difficult to pursue the
integration of various objectives – not
only formal ones such as quality,
environmental or OHS objectives but also
hidden ones.
The findings reported in the study provide
useful insights for marketing managers
who set up and operate LPs on B2B
transactional markets. As evidenced, LPA
with regards to rewards is a promising
avenue of B2B investigation. It would be
of interest for a company to know the
optimum level of frequency when
designing a LP. This remains an
interesting topic to be considered for None
further research. Depending on the value
perception and satisfaction with a LP, a
delayed reward can lead to greater loyalty
than instant rewards once customers are
gratified, while instant rewards lead to
greater loyalty than delayed rewards once
customers are disappointed (Hu et al.,
2010).
This study has some limitations. First,
convenient sampling method was used
to recruit the participants. Therefore,
the findings of the study have limited
generalizability in other regions and
age groups. Second, as a cross-
sectional study, there has to be caution
in making any generalization of the
results. Future researchers should get
more respondents from wider
geographical location, that is from SPSS funciton
different bans, private and public.
Furthermore, self-report questionnaires
were used to collect data from
respondents. It is recommended that
future researchers use different
methods such as personal interview or
telephone interview to collect data.
This may help get reliable data after
clarifying and removing what may be
ambiguous.
Although studies have been
consistently reported a positive
relationship between job satisfaction
and organizational commitment,
however, for the managerial
implication, the understanding of
mechanism by which of employee’
reacts to its environment and develop
attitude toward their job and
organization becomes imperative. In
none
this context, this study makes attempt
to address the reciprocation
perspective between organization and
its employees. In a way, this study
attempts to illustrate the processes by
which organizational inducements
exert their influence employee’
attitudes and behaviors reciprocate as
sense of moral duty toward the
organization.
This study answers the recent call
(Schminke and Sheridan, 2017) for
ethics researchers to put competing
explanations to the test to determine
their relative importance. Research None
limitations have been discussed in the
paper.
This study has some limitations. The
main limitation is that it is a
transversal study, which did not allow
us to establish any causal relationships
between the variables. It would be
preferable to carry out a longitudinal
study to test causal relationships.
Another limitation stems from using
None
self-report questionnaires, which could
have caused result bias. With the
objective to diminish the impact of
common method variance, we
followed the methodological and
statistical recommendations proposed
by Podsakoff, MacKenzie, Lee and
Podsakoff (2003).
Among the limitations of the research
a single case study is highlighted that
replicates the experience in other ICT
companies to verify if the results found
are similar in other organizations and
in other segments. The findings direct
the construction and validation of new
scales, the creation of qualitative
protocols to identify the variables that Self-administrered form with
influence the retention of a specific closed question
group of individuals to serve as a
guide for the elaboration of a
questionnaire, as well as creation of
surveys of longitudinal nature to
correlate the data of intention of
rotation with the effective turnover.
In this study, we did not have enough
participants in each individual
countries to run the OLS regression
model by country and test the
statistical significance of the
determinants of job satisfaction across
countries. Future research can seek for
larger in-country samples of hotel
housekeepers. Additionally, there is
potential for an interesting study
further examining the differing mean
scores by country. In terms of country
None
comparisons, a question worth
pursuing is whether hotel
housekeepers in developed counties
have higher or lower job satisfaction in
than those in developing countries. As
well, future research could examine
the role of cultural differences in
understanding country differences and
looking for ways to improve job
satisfaction.
 MAJOR KNOWLEDGE GAINED LIKELY AREAS OF FURTHER RESEARCH

The impacts of four elements of

monetary rewards on four employees’
variables were studied. The specifics
of which elements of compensation
influence the employees of Jigawa
State’s Ministry of Works and
Transport have been identified. The
findings from this study showed that The reearach is limited to Jigawa State of Nigeria but can
be extrapolated to other public sector employees in all
gratuity played a primary role, as it
impacted highly on all the four other states of the country. The findings could also be
generalized in other states where the pay scales are
variables of job attraction, motivation,
satisfaction and retention. Pension different within the ministries.
also played a high role, as it impacted
heavily on job attraction, satisfaction
and retention. Comparatively salary
and allowances had high impact on
one variable each: job attraction and
motivation, respectively.
I gained some more knowledge on how to
effectively motivate workers in More exploration of how managers can carry out their specific functions in ways that are need su
organizations
followers with more interaction with their l Future research could include interaction frequency as an outcome variable.
knowledge sharing increases and knowledgeFurter
h research should be conducted by including inputs of the employees and the HR componen
The main conclusion is that managers have aThe managerial strategies identified in this study needs to be further explored in in other healthc
HR practices had a significant effect on
competitive advantage. By comparison,
the research findings revealed that the The research should be conducted on other industries to
mediator variable had no effect on be sure about the findings of the current reserch.
achieving competitive advantage for five-
star hotels in Northern Cyprus.

Employee motivation is good, but it needs

to be improved in terms of employee
awareness, career development, and
further area of research can be awareness of the employees.
welfare so that employees of Bank Aceh
Syariah keep excited, motivated, and can
improve their performance in the future.
Considering public employees as actors of
the value determination process is still an
innovative concept in the public sector
research. The nature of PSDL implicates
the involvement in the provision of public
services of professionals and users.
However, while the latter are often subject A qualitativ research should be conducted, at the mean
of research, the role of public employees time the research should take place in two other countries
as internal customers has received little which are highly different with each other.
attention. Its relevance increases if we take
into account the current hostile
environment for PSOs, which in turn may
affect their performance because of
unsatisfied employees not contributing to
the creation of public value.
 There is need for the exploration of sub dimensions
within normative commitment and continuous
commitment to assess their implication at workplace. For
instance, the influence of normative commitment on
employee’ turnover intentions could be made clear, in a
way, whether employees stays with an organization due
to obligation arising from organizational offerings
(indebted obligation) or due to the individual moral
obligation spur by virtue of internalizations of norms and
The professional employees’ perceptions
value adopted from the family, religion and dwelling
of the job are particularly dependent on the
culture (moral obligation), irrespective of what
degree of satisfaction with the extrinsic
organization offers to its employees. This will add more
factors
insight about to postulation of reciprocity perspective
mooted in the present study.

Similarly, continuous commitment should also be further

investigate, for a reason, whether an employee remains
with its organization primarily due to the benefits that
he/she entitles in the form of individual investment within
that organization or due to high perceived costs from the
leaving the job, especially in the depressed economy.
 A research should be conducted focusing on employees
Job security is one of the factors that can possitive and negative response to job insecurity. As in
motivate and further improve the some cases it has also been witnessed that job insecurity
employees performance. can provide employees the motive to secure their job by
further improving their performance.
 Following are the areas for further research:

Linking quality objectives with strategic objectives

(such a need is stated in the ISO 9001 standard, but
quality audits show that, in practice, employees are
rarely familiar with their companies' strategies,
while in some cases, e.g. state-owned companies,
conditions under which such objectives strategies may be strictly confidential).
can have a motivational effect and
encourage employees to pursue the
improvement of their products and The coherence of different objectives in integrated
services management systems (there is a risk that particular
objectives can be mutually exclusive).

The process of setting individual objectives for

managers (it follows from the performed
observations that such objectives are established for
lower-level managers and in such a way that their
achievement is relatively easy).

Conducting a comparative study between the forms

of career progression job grading in developed
countries and their counterparts in developing
countries in terms of the impact of scientific
qualifications, methods of appointment, promotion
and commissioning.
Job grading in egypt was
Study the relationship between the nature of the
something totally new that I learned work of the administrative unit and the form of job
grading.

Study the points of similarities and differences

between the public and private sectors concerning
the methods of job grading and determine how to
take advantage of the positive points in each.
 Linking quality objectives with strategic objectives
(such a need is stated in the ISO 9001 standard, but
quality audits show that, in practice, employees are
rarely familiar with their companies' strategies,
while in some cases, e.g. state-owned companies,
strategies may be strictly confidential).
Going through the journal I could
The coherence of different objectives in integrated
learn more about the management
management systems (there is a risk that particular
system
objectives can be mutually exclusive).

The process of setting individual objectives for

managers (it follows from the performed
observations that such objectives are established for
lower-level managers and in such a way that their
achievement is relatively easy).
In order to compute the LPA, direct
marketing/RFM analysis procedure
from SPSS 24 (IBM, 2016) was used
first. Because of the large database
size, we followed with the process of
grouping large number of numeric
values into three different binning
As the study was limited to one country and a
solutions (4, 5 and 9 bins). single company, more research is needed to
Consequently, independent binning generalize presented findings.
method with ties assigned to the same
bins was performed. Following
guidelines provided by Hughes
(1994), LPA was calculated as a sum
of individual RFM scores for each
customer (Table I).
HRM correlated positively with
The results of this study have corroborated with
employee job satisfaction and
previous research and confirmed correlations
organizational commitment. On the
between and among human resource
other hand, employee job
management (HRM), employee job satisfaction
satisfaction was found to be
and organizational commitment in the Saudi
positively correlated with
Arabian banking sector. These findings have
organizational commitment. These
practical implications. Having high levels of job
findings are consisted with
satisfaction among bank employees will prevent
previous studies that highlighted
low levels of turnover rate, absenteeism and
that human resource practice and
levels of productivity and increase
employee job satisfaction were
organizational commitment. HRM practices, on
found to be contributing positively
the other hand, help in career development
to employees' organizational
opportunities and hence provide better job
commitment (Haruna and
opportunities. to ensure high levels of job
Marthandan, 2017; Nwachukwu
satisfaction among employees and enhanced
and Chladková, 2017; Taghrid,
organizational commitment, organizations,
2015). It is likely that employees'
especially banks, should emphasize more on
positive perceptions about the
HRM practices.
human resource practice increase
their job satisfaction and
commitment to their organization.
The study revealed that employees’
subjective evaluation to the
intrinsic and extrinsic factor of job
contributes to the formation of their
reciprocal psychological reactions
characterized as their job
satisfaction and commitment
Although there are various studies manifested
toward their organization. As such
the relationship between job satisfaction,
employee’ better evaluation of job
organizational commitment and employee
content and job context leads to the
turnover intentions. the likely areas of should
sense of obligation and
deem these relationships in a different panorama
commitment toward the
to bring more insight in the subject of
organization, hence reduces their
organizational behavior amd employee turnover
intentions to discord the
and intention to leave the organization.
organizational membership. The
findings also revealed that
employees attach their job
satisfaction feelings more toward
the extrinsic worth of job than the
intrinsic worth.
Empirical work on EL and social
responsibility has generated many
important findings. It is unlikely,
however, that everything is truly
important; therefore, researchers
must establish the relative impact
of ethics-related phenomena on
important outcomes in
Previous research has found that both
organisations. In this study, we
employees’ perceptions of supervisory EL and
examined the relationships between
CSR are negatively related to employees’
employees’ perceptions of CSR and
turnover intentions. Yet, researchers know little
EL on their TI. We found that EL
about their relative importance because these
was both directly and indirectly
relationships have not been adequately
related to TI but CSR was only
examined simultaneously.
indirectly related. Both are
important, but EL more so.
Certainly managers and
organisations should do the right
thing because it is the right thing to
do. However, this study advances
our social scientific understanding
of the benefits of EL and CSR and
also provides evidence for the
business case for EL and CSR.
Age, tenure, overall satisfaction,
job content, intentions to remain on
Over job satisfaction is negatively related to
the job, and commitment are
turnover.
consistently and negatively related
to turnover.
 future research works must be realized to
Based on the results, organizations analyze the demographic variables in attitudes
can reduce voluntary evasion by and behaviors of IT professionals, since there
adjusting actions, policies and are no conclusive studies about this subject.
practices, directing those Research works of longitudinal nature would be
responsible for People interesting to correlate data of turnover intention
Management to attract and retain with the effective turnover, as well research
good employees. It should be works in other IT enterprises to verify if the
emphasized that voluntary turnover results found here are similar to the results
should be treated as one of the found in other organization. In an exploratory
management indicators of greater phase, few qualitative research works were
relevance by organizations, found which talked about this subject, maybe
representing a thermometer of all because of the peculiarity of the theme.
human capital management. However, the usage of this approach to identify
the variables which influence the retention of a
specific group of individuals may work as a
guide to elaborate a questionnaire.
The hospitality industry is
characterized by poor work-life
balance, high turnover rates and
limited rewards. Hotel
housekeepers report lower levels of
satisfaction than other hospitality
workers in terms of work-life Future research should address in more detail
balance, pay, relationships with the impact pay has on job satisfaction for hotel
managers, useful work and housekeepers across countries. This research
interesting work. Housekeepers may also look at whether those paid more are
play an important role in hotel also more productive in their overall job
quality and guest satisfaction. As performance.
such, understanding and addressing
factors contributing to job
satisfaction for hotel housekeepers
is critical for managers
cific functions in ways that are need supportive rather than thwarting
outcome variable.
f the employees and the HR component of the SMEs
be further explored in in other healthcare settings and systems, including more complex diagnoses, different market compositions, provider structures and
ns, provider structures and different incentive models. .