Determinates of factors influencing job satisfaction and organizational loyalty

Vương, Bùi Nhất; Tung, Dao Duy; Tushar, Hasanuzzaman; Quan, Tran Nhu; Giao, Hà Nam Khánh

doi:10.5267/j.msl.2020.8.014

Cited by 37 publications

(43 citation statements)

References 1 publication

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“…A study by Bao, Cheng and Smith (2020) found a direct link between pay equity and job satisfaction and between pay equity and employee performance in organisations. Vuong et al (2021) state that employees begin to be satisfied when they feel that they receive the compensations that is equivalent to the contributions they make to the organisation. This view is supported by Sudiarta (2021) who further states that the amount of salary that an employee receives from the employer always serves as one of the main indicators of job satisfaction.…”

Section: Compensationmentioning

confidence: 99%

“… To keep employees' behaviour within positive parameters which give rise to trust, loyalty and satisfaction, organisations have to promote projects that will result in mutual benefit and also always try to satisfy the demands of employees. This is of importance, as loyal employees will always stand by the organisation even in times of difficulties especially where other employees would have chosen to flee in distress (Vuong et al, 2021).  To boost production in the workplace, managers in organisation should always strive towards keeping their employee happy as it is believed that an employee is considered productive when he is happy (Bhardwaj, Mishra, & Jain, 2021).…”

Section: Recommended Strategies Of Improving Job Satisfaction In Organisationsmentioning

confidence: 99%

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Job Satisfaction and Dissatisfaction as Outcomes of Psychological Contract: Evidence from the South African Workplace

Ntimba¹,

Lessing²,

Swarts³

2021

JHRSS

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The study examined the influence that the psychological contract has on the job satisfaction and dissatisfaction of employees in the South African workplace. It also studied in detail, the effect that psychological contract breach and fulfilment have on the satisfaction of employees with regard to their work, fellow-employee, supervisor, and the as a whole organisation. The data for this study therefore, was collected through perusal of existing scientific articles/papers, published/unpublished dissertations and theses, text books and other relevant informative documents. This makes the study to be premised on theoretical and analytical methodology. This article therefore, reveals the destructive effects that psychological contract breach has on the operation of organisations in South Africa, which are also presented and discussed in detail. The article also reveals the costly effect that employees' job dissatisfaction has on organisations in terms of unplanned employee turnover. For the enhancement of psychological contract fulfilment, this article proposes strategies for organisations to adopt and implement, with an aim of improving employees' job satisfaction in the workplace and ultimately discouraging turover intentions among employees. This study therefore, plays a very important and significant role in terms of contributing to literature and better understanding of psychological contract in general, and the effects that psychological contract has on employees' job satisfaction and dissatisfaction in particular.

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Section: Compensationmentioning

confidence: 99%

Section: Recommended Strategies Of Improving Job Satisfaction In Organisationsmentioning

confidence: 99%

Job Satisfaction and Dissatisfaction as Outcomes of Psychological Contract: Evidence from the South African Workplace

Ntimba¹,

Lessing²,

Swarts³

2021

JHRSS

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“…It is very important to maintain this functional resource to have loyal and talented HRs to build a successful organization. There have been many ways the researchers try to explain job satisfaction [1]. Therefore, leads to a lot of ways to explain job satisfaction [1].…”

Section: Introductionmentioning

confidence: 99%

“…There have been many ways the researchers try to explain job satisfaction [1]. Therefore, leads to a lot of ways to explain job satisfaction [1]. It is stated that employee loyalty builds trust; this is shown in the way the employees show their willingness to contribute to an organization [1].…”

Section: Introductionmentioning

confidence: 99%

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The Antecedents of Psychological Empowerment and Its Impact towards General Physician Job Performance

Regina¹,

Henny

Antonio

2021

Open Access Maced J Med Sci

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BACKGROUND: The emergence of new infectious diseases such as SARS-CoV-2 (Coronavirus Disease 19) creates a burden to the healthcare system especially to the front liners such as medical doctors. The job performance of the general practitioners related to quality of care to SARS-CoV2 patients. AIM: The purpose of this study is to analyze the antecedents of psychological empowerment towards job performance, mediated by service orientation. These antecedents could be seen in hospital perspectives and professional life. METHODS: This is a quantitative survey study using a cross-sectional approach. 185 samples purposively obtained from the general practitioners who work at SARS-CoV-2 Reference Private Hospital in Jakarta and surrounding area. Data collection using online questionnaires and analyzed by SmartPLS 3.3.3™ . RESULTS: There are nine hypotheses that are supported in this research. The strongest predictor of psychological empowerment is the training opportunities, followed by relationships with fellow doctors and autonomy at work. Psychological empowerment has been proven to have a direct impact on job performance, while service orientation has been found as a mediation in this relationship. CONCLUSION: Psychological empowerment has been proven as an important construct to predict job performance, therefore hospital management has to pay more attention to psychological empowerment for GPs during the pandemic. Training opportunities should be prioritized by the board of directors of the hospitals, they should allocate time and the resources to facilitate the training opportunity. KEYWORDS: Psychological empowerment, service orientation, job performance, general practitioner, SARS-CoV-2 referral private hospital.

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Belief in a just world and organisational loyalty: Trust as an underlying mechanism

Cheng,

Nudelman,

et al. 2023

Int J Psychol

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This research examined whether employees' personal belief in a just world (BJW) is associated with their organisational loyalty and whether this relationship is statistically mediated by organisational trust. To test these hypotheses, we conducted two studies with employees from China (study 1, N = 314) and Germany (study 2, N = 189). The results from both studies supported the proposed model. In addition, study 2 revealed that the relationship between BJW and organisational loyalty persisted when controlling for global personality traits. These suggest that managers and organisations may increase employees' loyalty by providing an environment that fosters their sense of justice and trust.

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Determinates of factors influencing job satisfaction and organizational loyalty

Cited by 37 publications

References 1 publication

Job Satisfaction and Dissatisfaction as Outcomes of Psychological Contract: Evidence from the South African Workplace

Job Satisfaction and Dissatisfaction as Outcomes of Psychological Contract: Evidence from the South African Workplace

The Antecedents of Psychological Empowerment and Its Impact towards General Physician Job Performance

Belief in a just world and organisational loyalty: Trust as an underlying mechanism

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