Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

Mustafa, Michael; Ramos, Hazel Melanie; Badri, Siti Khadijah Zainal

doi:10.1108/jfbm-08-2020-0079

Cited by 20 publications

(17 citation statements)

References 155 publications

(259 reference statements)

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“…Fear of COVID-19 positively correlates with turnover scores (Abd-Ellatif et al , 2021). Job autonomy could be another reason for the turnover intention of health-care workers during this pandemic; Mustafa et al (2020) found that job autonomy affects the intention to quit. Job autonomy enhances knowledge sharing, employee empowerment, team building and harmony.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

Alawi¹,

Sankar²,

Akbar³

et al. 2023

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Purpose This study aims to examine the relationship between polychronicity, job autonomy, perceived workload, work–family conflict and high work demand on the health-care employee turnover intention during the COVID-19 pandemic. Design/methodology/approach The authors conducted quantitative research in private hospitals using a self-administered questionnaire, and 264 respondents participated. The authors also used an analysis of moment structures to determine the relationship between independent and moderating variables. Findings The results show a significant positive relationship between polychronicity, job autonomy, perceived workload, work–family conflict and high work demand, affecting turnover intention. This study also found the moderating effect of high work demand on work–family conflict and turnover intention. Research limitations/implications This research was limited to hospitals in Bahrain during the COVID-19 pandemic. Nevertheless, the findings highlight the factors associated with health-care employee turnover intention and only five factors were identified. Practical implications This study enhances the theoretical and practical effects of turnover intention. The results provide a competitive benchmark for hospital managers, administrators and governing bodies of employee retention. Social implications It advances economics and management theory by enhancing the understanding of health-care employees’ turnover intention in Bahrain. It serves as a basis for future large-scale studies to test or refine existing theories. Originality/value To the best of the authors’ knowledge, this study is the first to adopt extrinsic variables in self-determination theory to measure the turnover intention of health-care employees. However, using resources in a crisis can be applied to any disaster.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

Alawi¹,

Sankar²,

Akbar³

et al. 2023

View full text Add to dashboard Cite

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“…However, the main challenge facing this type of firm is how to ensure a balance between family system and business mindedness (Steier et al. , 2015; Contreras-Lozano et al ., 2022; Mustafa et al ., 2020). Unfortunately, the majority of family business founders lack the relevant business training (Carlsen et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Family business, defined as "a business governed and/or managed with the intention to shape and pursue the vision of the business held by a dominant coalition controlled by members of the same family or a small number of families in a manner that is potentially sustainable across generations of the family or families" (Chua et al, 1999, p. 25), is known to encounter financial challenges, cultural clashes between family and non-family members, and sometimes a lack of non-family members' engagement with its objectives (Berrone et al, 2012;Samara and Arenas, 2017;Knezovi c and Greda, 2021). However, the main challenge facing this type of firm is how to ensure a balance between family system and business mindedness (Steier et al, 2015;Contreras-Lozano et al, 2022;Mustafa et al, 2020). Unfortunately, the majority of family business founders lack the relevant business training (Carlsen et al, 2001).…”

Section: Family Businesses In the Egyptian Contextmentioning

confidence: 99%

Psychological contract of employees in family-owned hotels: the role of talent management practices

Arslan

Abdelgaffar

2023

JFBM

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PurposeThis study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract.Design/methodology/approachSemi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes.FindingsThe findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector.Originality/valueTo the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.

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“…A third explanation is that the owner is self-invested, for example has invested time, ideas, skills and intellectual energy into the organisation. Psychological ownership has been used to study topics such as job satisfaction and the work attitudes of non-family members (Sieger et al , 2011; Bernhard and O'Driscoll, 2011; Ramos et al , 2014; Erdem and Atsan, 2015; Mustafa et al , 2020), non-family CEO's contribution to financial and non-financial goals (Huybrechts et al , 2013), stewardship behaviour of CEOs (Henssen et al , 2014) or top management team members (Lee et al , 2019; Broekaert et al , 2018), and as a determinant of entrepreneurial orientation (Pittino et al , 2018).…”

Section: Literature Review and Theorymentioning

confidence: 99%

Owner-manager when death do us part – roles of a widow in sudden succession in family firms

Almlöf

Sjögren

2021

JFBM

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PurposeThis study sheds light on a hitherto understudied group in family business literature: widows. We explore the roles a widow may take following the unexpected death of her owner-manager spouse when she had no salient role in the business prior to the death.Design/methodology/approachWe used a qualitative approach to research, to study inductively the roles considered and taken by three widows who unexpectedly succeeded as owners of Swedish privately held family firms. We conducted semi-structured interviews with widows and children in top management.FindingsWe construct a typology of four main roles a widow can take and analyse the underlying dimensions that they represent. We also analyse to which extent the choice of role widow can be explained by psychological ownership and double-loss theory. The typology can be used as a tool for family business owners and their advisors as the basis of an open and non-prejudiced discussion of the choices available to a widow.Originality/valueWe have investigated the factors that influence a widow's decision whether to take over the business or not, as suggested in previous research by, for example, Martinez et al. (2009). We explore the roles a widow can consider and adopt. The study advances our understanding of how businesses can remain as family firms also in the event of the unexpected death of an owner-manager (De Massis et al., 2008). We hereby contribute to the literature on sudden successions and on women in family businesses.

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Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

Cited by 20 publications

References 155 publications

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

Psychological contract of employees in family-owned hotels: the role of talent management practices

Owner-manager when death do us part – roles of a widow in sudden succession in family firms

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