Emotion Regulation and Job Satisfaction Levels of Employees Working in Family and Non-Family Firms

Pimentel, Duarte; Pereira, Ana

doi:10.3390/admsci12030114

Cited by 11 publications

(10 citation statements)

References 53 publications

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“…The psychological attachment of an employee is derived from the feeling of being valued and cared by the organization, as a result it will substantially influence their desire for seeking employment elsewhere. Furthermore, emotions are powerful drivers of behavioral intentions (Pimentel and Pereira, 2022), hence when NFEs feel that they have high intensity of emotional attachment to their current employer, their TOI will automatically diminish. Studies from different professions show that NFEs that report high levels of AC are unlikely to accept more financially lucrative offers from other organizations.…”

Section: Discussionmentioning

confidence: 99%

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Razzak

Alam

Riyami

et al. 2023

JFBM

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PurposeLeveraging the mindfulness theory and the social exchange theory, this study examines the influence of perceived leader mindfulness (PLM) on turnover intentions (TOI) of non-family employees (NFEs) working in family firms. The study investigates whether the above relationship is mediated by employee perceptions of leader–member exchange quality (LMX quality) and their affective commitment (AC).Design/methodology/approachA conceptual framework is proposed that hypothesizes inverse relationship between PLM and TOI, which is posited to be mediated by both LMX quality and AC. The hypotheses are tested through survey data collected from 254 NFEs working in various family-owned businesses in Malaysia. The data analyzed through partial least square structural equation modeling (PLS-SEM).FindingsThe results indicate that PLM has a positive influence on both LMX quality and AC. Moreover, PLM has a strong negative affect on TOI. In terms of results of mediation analysis, it appears that two mediation hypotheses out of four are significant, that is mediating effect of AC between PLM and TOI and LMX quality between PLM and AC. However, the mediating role of LMX quality between PLM and TOI and the sequential mediation hypotheses were both non-significant.Research limitations/implicationsThe findings of the study imply is that to ensure retention of qualified and talented NFEs, mindfulness of family firm leaders plays a significant role in ensuring lower TOI. Furthermore, such a goal is better achieved by ensuring that such employees are supported through leadership that leads to their development of better LMX quality and AC towards the organization. The study however is limited, as other potential exogenous variables that may influence TOI were not considered.Practical implicationsLosing employees that join a firm and acquire valuable skills and experience is a significant concern for family firms that are known for discriminating between employees related to the owners and outsiders. This study presents evidence for owners and managers of family firms that by focusing on mindful behavior and working towards developing better LMX quality and AC of NFEs, the organization can reduce TOI of such employees.Originality/valueThis study contributes to the under-researched and fragmented literature on relationships between PLM among NFEs and TOI of such individuals working in family firms. Moreover, this appears to be the first study that investigates mediating roles of and LMX quality and AC among NFEs in the above relationship.

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Section: Discussionmentioning

confidence: 99%

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Razzak

Alam

Riyami

et al. 2023

JFBM

View full text Add to dashboard Cite

show abstract

“…Therefore, H1, H2, and H3 are accepted. The determination coefficient (R 2 ) measures how well an exogenous variable can account for the endogenous variable (Ghozali 2016;Pimentel and Pereira 2022). According to the model summary, the value of R-square (R 2 ) is 0.958 for employee motivation, and the value of R-square (R 2 ) is 0.965 for employee satisfaction, which is exhibited in Table 6.…”

Section: Direct Effect Indirect Effect and Total Effect Analysismentioning

confidence: 99%

The Power of Compensation System (CS) on Employee Satisfaction (ES): The Mediating Role of Employee Motivation (EM)

et al. 2022

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The compensation system, employee motivation, and employee satisfaction have received much attention from academics for many years. Existing research, however, does not yet detail the mediation effect of employee motivation on the relationship between the entire compensation system and employee satisfaction. The study explores the influence of the compensation structure on employee satisfaction using employee motivation as mediation. This research embraced a quantitative design, positivism paradigm, deductive approach, and explanatory research. Cross-sectional data from 100 employees were drawn with a random sampling technique using a self-administered survey questionnaire. First, in sequence of analysis, descriptive statistics were conducted. After that, a reliability test was used to test internal consistency. Finally, a correlation test, direct effect, indirect effect, and total effect were used to test the hypotheses at the 0.05 level while analyzing the data. The findings show that the compensation system has a favorable impact on employee satisfaction by partially mediating motivation. Concurrently, this study establishes awareness intending to revise a robust compensation strategy so that employee morale, engagement will increase and turnover will reduce. The study outcomes will assist policymakers in improving the situation of the existing workforce in insurance companies and other financial companies in Bangladesh.

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“…According to Locke, job satisfaction refers to the positive feeling resulting from an individual's evaluation of his job or his experience in that job (Saari & Judge, 2004) (Pimentel & Pereira, 2022). According to Kaliski (Kaliski, 2007), job satisfaction is the employee's sense of accomplishment and success in his work (Sharma, 2019).…”

Section: Definition Of Job Satisfactionmentioning

confidence: 99%

The Effect of the Degree of Job Satisfaction on Organizational Loyalty: Empirical Study in Mascara Employment Agency

Fettouh

2022

Economics and Culture

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Research purpose. This study aimed to identify the effect of the degree of job satisfaction on organizational loyalty through the dimensions of salaries, incentives, and bonuses; conditions and nature of work; relationship with colleagues; and relationship with superiors. Design / Methodology / Approach. We conducted an empirical study in the employment agency of Mascara for a sample of 53 questionnaires, where the SPSS program was used for statistical processing and data analysis, and to test the hypotheses, simple and multiple linear regression was used. Findings. Based on the results of the SPSS adopted in testing the research hypotheses, the study concluded that there was no statistically significant effect of salaries, incentives, and bonuses; conditions and nature of work; and relationship with colleagues on organizational loyalty. In contrast, there is a positive effect of the relationship with superiors on the organizational loyalty of the employees of the employment agency. Originality / Value / Practical implications. This study developed a model to investigate the relationship between job satisfaction and organizational loyalty. This study presents important implications for staffing agency managers wishing to improve job satisfaction in order to achieve organizational loyalty. At the practical level, these results can be used by managers in order to achieve organizational loyalty and identify problems.

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Emotion Regulation and Job Satisfaction Levels of Employees Working in Family and Non-Family Firms

Cited by 11 publications

References 53 publications

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

The Power of Compensation System (CS) on Employee Satisfaction (ES): The Mediating Role of Employee Motivation (EM)

The Effect of the Degree of Job Satisfaction on Organizational Loyalty: Empirical Study in Mascara Employment Agency

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