Compensation: impact of rewards and organisational justice on turnover intentions and the role of motivation and job satisfaction: a study of retail store operations in NCR

Misra, Pooja; Jain, Samyak; Sood, Abhay

doi:10.1504/ijhrdm.2013.055414

Cited by 14 publications

(15 citation statements)

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“…According to Allen and Meyer (1996), OC is the psychological relationship between employees and organization for which employees are less likely to leave their organization voluntarily. HRM practices play critical role to influence employees’ attitudes to build OC in order to avoid the high cost of turnover (Wijnmaalen et al , 2016; Lee Whittington and Galpin, 2010), and to increase job satisfaction (Misra et al , 2013; Chen, 2004). Suliman and Al-Junaibi (2010) stated that employees with high level of OC have strong feelings to stay with the organization.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

Aktar

Pangil

2018

IJSSP

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Purpose The purpose of this paper is to examine the mediating role of organizational commitment (OC) on the relationship between human resource management (HRM) practices and employee engagement among banking employees in the context of an emerging economy namely Bangladesh. Design/methodology/approach The survey data include 383 employees from 30 private commercial banks in Bangladesh. For analyzing the data, structural equation modeling is employed with the bootstrapping method. Findings This study finds that HRM practices such as career advancement, employee participation, job security, performance feedback, rewards and recognition, training and development are the significant predictors of employee engagement. Results also identify OC as a partial mediator on HRM practices and employee engagement relationship which suggest that direct relationship of predictors and criterion variables are stronger than indirect association. More interestingly, findings indicate that the mechanism of black-box stage is not always work on the relationship between HRM practices and employee performance. Originality/value Exploring the role of OC on the relationship between HRM practices and employees’ behavioral outcome, i.e. employee engagement, is appeared as an initial effort in the academic literature. Furthermore, empirical research that examines the association of different organizational factors with employee engagement through OC is rarely been investigated. Thus, the findings of this study act as a strategic tool for the bank managers to design their organizational policies in such a way that fosters their employee’ level of engagement.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

Aktar

Pangil

2018

IJSSP

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“…Particularities Misra et al (2013) -analyzes the retail sector; -uses their own questionnaire regarding rewards, motivation and job satisfaction; -demonstrates that rewards generate a high level of job satisfaction. Devonish (2018) -analyzes the public and private sectors; -uses the rewards questionnaire developed by Siegrist et al (2004) and the job satisfaction questionnaire of Camman, Fichman, Jenkins, and Klesh (1979); -brings forward that job satisfaction plays an important role in employee health by rewarding efforts.…”

Section: Table 2 Comparative Analysis Of Studies That Analyze the Rementioning

confidence: 99%

“…In order to increase employee performance, some specialists recommend increasing their level of satisfaction (Bowling, 2007;Springer, 2011) while others focus on providing financial and non-financial rewards (Devonish, 2018;Misra, Jain, & Sood, 2013;Nelson, 2004;Ojokuku & Sajuyigbe, 2009). But, as Ali and Ahmed (2009) prove, the employees who receive constant rewards have a higher level of job satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

Tănăsescu

Leon

2019

Management Dynamics in the Knowledge Economy

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This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to achieve this goal, a single-case study is used as a research strategy and a survey-based on a questionnaire is developed among the 60 employees the BCR-BpL branch from Bucharest, Sector 3. The relationships established among rewards, job satisfaction, and job performance are tested using Partial Least Square -Structural Equation Modelling. The results prove that: (i) rewards have a positive influence on job satisfaction; (ii) the relationship between job satisfaction and job performance is not statistically significant; and (iii) the relationship between rewards and job performance is not statistically significant. These findings have both theoretical and practical implications. On the one hand, they extend the theory from the human resources management field by analyzing the relationships established among rewards, job satisfaction, and job performance, within the Romanian banking system. On the other hand, they help managers understand the importance of using rewards as a strategic organizational tool, capable to increase employees' satisfaction.

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“…Compensation is an organizational variable that influences job satisfaction, which in turn will impact employee retention, dedication, loyalty, performance, cooperation, motivation, and turnover intention, heightening the employee/organization relationship (Misra et al , 2013). Employees who perceive the compensation plan as positive will have a favorable view of the organizations' support (Demerouti et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

“…The employees' satisfaction is influenced by the perceptions of their own value versus the company perception, among the coworkers’ overall compensation plans (Williams et al , 2008). A wronged employee outcome is associated with a low commitment level and turnover intention (Misra et al , 2013). In the context of IT companies, compensation is used as an important factor to recruit and retain skilled IT employees, and compensation tends to increase with organizational tenure (Slaughter et al , 2007).…”

Section: Introductionmentioning

confidence: 99%

What drives job satisfaction in IT companies?

Moro

Ramos

Rita

2020

IJPPM

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PurposeStrategic goal achievement in every sector of a company relies fundamentally on the firm's employees. This study aims to disclose the factors that spur employees of major Information Technology (IT) companies in the United States (US).Design/methodology/approachIn this paper, 15,000 reviews from the top 15 United States IT companies were collected from the social media platform Glassdoor to uncover the factors that satisfy IT employees. To learn the most meaningful features that influence the scores, positive and negative remarks, as well as advice to the management team, were analyzed through a support vector machine.FindingsResults highlight a positive attitude of coworkers, contributing to a positive environment and job satisfaction. However, unsatisfied IT employees reveal that work exhaustion is the main reason for their job dissatisfaction.Practical implicationsIT human resource departments can use these valuable insights to align their strategies in accordance with their employees' desires and expectations in order to thrive.Originality/valueThe study highlights the relevance of IT companies to understand the reasons behind their employees' satisfaction. Up until now, little is known concerning the variants of job satisfaction among IT employees, enriching the understanding in this particular professional area.

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Compensation: impact of rewards and organisational justice on turnover intentions and the role of motivation and job satisfaction: a study of retail store operations in NCR

Cited by 14 publications

References 0 publications

Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

What drives job satisfaction in IT companies?

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