Developing a conceptual model to measure talent’s turnover intention in tourism organisations of Saudi Arabia

2017 ◽  
Vol 25 (1) ◽  
pp. 2-23 ◽  
Author(s):  
Adel Alferaih
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Conceptual Model ◽  
Turnover Intention ◽  
Talent Management ◽  
Future Research ◽  
Organisational Commitment ◽  
Organisational Performance ◽  
Content Type ◽  
Prior Literature

Purpose The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance. Design/methodology/approach The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management. Findings The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention. Research limitations/implications It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions. Originality/value Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

scholarly journals Developing a conceptual model of influences around integrated reporting, new insights and directions for future research

2017 ◽  
Vol 25 (4) ◽  
pp. 450-460 ◽  
Author(s):  
Charl de Villiers ◽  
Pei-Chi Kelly Hsiao ◽  
Warren Maroun
Keyword(s):  
Conceptual Model ◽  
Research Agenda ◽  
Design Methodology ◽  
Future Research ◽  
Special Issue ◽  
Integrated Reporting ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Prior Literature ◽  
Research Questions

Purpose This paper aims to develop a conceptual model for examining the development of integrated reporting, relate the articles in this Meditari Accountancy Research special issue on integrated reporting to the model and identify areas for future research. Design/methodology/approach The paper uses a narrative/discursive style to summarise key findings from the articles in the special issue and develop a normative research agenda. Findings The findings of the prior literature, as well as the articles in this special issue, support the conceptual model developed in this paper. This new conceptual model can be used in multiple ways. Originality/value The special issue draws on some of the latest developments in integrated reporting from multiple jurisdictions. Different theoretical frameworks and methodologies, coupled with primary evidence on integrated reporting, construct a pluralistic assessment of integrated reporting, which can be used as a basis for future research. The new conceptual model developed in this paper can be used as an organising framework; a way of understanding and thinking about the various influences; a way of identifying additional factors to control for in a study; and/or a way of identifying new, interesting and underexplored research questions.

Motivating language and employee outcomes: a multinational investigation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cau Ngoc Nguyen ◽  
Wei Ning ◽  
Albi Alikaj ◽  
Quoc Nam Tran
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Turnover Intention ◽  
Language Theory ◽  
Employee Outcomes ◽  
Content Type ◽  
Three Samples ◽  
Motivating Language ◽  
The Usa ◽  
Motivating Language Theory

Purpose This study aims to examine the impact of managerial use of motivating language on employee absenteeism, turnover intention, job satisfaction and job performance for employees from three nations: India, the USA and Vietnam. Design/methodology/approach Data is collected from 614 employees working in India, the USA and Vietnam. A variance-based partial least squares structural equation modeling technique is used to test the hypotheses. In addition, a statistical test is used to examine the statistical differences in the results across the three nations. Findings The findings are consistent with the motivating language theory, in that managerial use of motivating language can be an effective strategy in motivating employees. Specifically, motivating language is found to significantly decrease employee absenteeism and turnover intention, as well as significantly increase job satisfaction and performance across the three nations. The effect sizes indicate that, across all samples, motivating language has a medium effect for all employee outcomes, except absenteeism, which is shown to have a small effect size. Moreover, the results indicate that employees in different cultures perceive and interpret the leader’s use of motivating language in different ways. Whereas motivating language may receive greater success in promoting workers’ job performance in eastern cultures, it is also more effective in retaining employees in western cultures. Originality/value The study adds to the literature in three major ways. First, it provides evidence for two understudied relationships: motivating language and absenteeism and motivating language and turnover intention. Second, it assesses the generalizability of the motivating language theory by investigating data from India, the USA and Vietnam. Finally, this paper offers a statistical comparison of the three samples to analyze how the relationship between motivating language and worker outcomes differ among the three samples.

How does human resource management influence organisational performance? An integrative approach-based analysis

2017 ◽  
Vol 66 (6) ◽  
pp. 797-821 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategies ◽  
Operational Performance ◽  
Organisational Commitment ◽  
Organisational Performance ◽  
Content Type ◽  
Hr Practices

Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.

scholarly journals The impact of knowledge management processes on organisational performance

2015 ◽  
Vol 28 (2) ◽  
pp. 167-185 ◽  
Author(s):  
Mohammed Tubigi ◽  
Sarmad Alshawi
Keyword(s):  
Knowledge Management ◽  
Pilot Study ◽  
Conceptual Model ◽  
Airline Industry ◽  
Primary Data ◽  
Future Research ◽  
Organisational Performance ◽  
Content Type ◽  
Preliminary Study ◽  
The Impact

Purpose – The purpose of this paper is to evaluate knowledge management (KM) processes and to investigate their impact on organisational performance (OP) within the context of the airline industry (AI). Design/methodology/approach – An inductive and deductive qualitative approach was used based on a preliminary study. A pilot study was conducted which involved the use of interviews as a primary data collection method. Content analysis was used to extract and analyse themes from the data. Findings – The study showed that knowledge usage is the most influential aspect of KM in terms of the impact on OP. Moreover, the study revealed that knowledge transfer is a common KM process employed by organisations. Research limitations/implications – This study outlined the findings of a pilot study which aimed to test a proposed conceptual model and to provide an initial understanding of the interrelationships between KM processes and OP. To this end, a number of interviews were conducted in order to consolidate a conceptual model. As such, the nature of this preliminary study imposed some time and context limitations. These limitations will be dealt within later stages of the research journey. Originality/value – The value of the study is generated from the extensive review of the literature it provided which enhanced proposing a conceptual model that was initially tested with the aim of defining an appropriate KM processes within a unique and yet untested context as well as describing the impact of these processes on OP. Determination of KM processes is expected to set a guideline for future research in the AI.

Which personal values matter most? Job performance and job satisfaction across job categories

2019 ◽  
Vol 27 (1) ◽  
pp. 109-124 ◽  
Author(s):  
Hussein N. Ismail ◽  
Silva Karkoulian ◽  
Sevag K. Kertechian
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Personal Values ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Content Type ◽  
Ordinary Least Square ◽  
Different Types ◽  
The Relationship

PurposeAs one of the first studies in this field, the purpose of this paper is to explore the effect of personal values on job performance and job satisfaction across different jobs. Further, it aims to identify personal value types that are positively, or negatively, related to behavioural and attitudinal outcomes in different job categories.Design/methodology/approachBased on a sample of 270 participants across several job categories including finance, accounting, marketing, sales, HR (human resources), operations and information technology (IT), this research explores the relationship between personal values, job performance and job satisfaction across the listed job categories. Ordinary least square (OLS) stepwise-regression and partial least square (PLS) regression were used in analysing the results.FindingsFindings showed that for some of the jobs examined, different types of personal values were associated with different worker outcomes.Originality/valueThis research study identifies sets of personal values that are suited to some jobs more than others in terms of job performance and job satisfaction outcomes. Moreover, this research demonstrates the importance of controlling for job categories in future research models that investigate the links between values, performance and satisfaction.

Impact of work-study conflict on workplace outcomes: supervisor support for juggling many balls

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khurram Shahzad ◽  
Rimsha Iqbal ◽  
Basharat Javed ◽  
Syed Danial Hashmi
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Turnover Intention ◽  
Supervisor Support ◽  
Time Lags ◽  
Full Time ◽  
Work Study ◽  
Content Type ◽  
The Impact ◽  
Workplace Outcomes

Purpose Drawing on conservation of resource theory, this study aims to examine the impact of work-study conflict (WSC) on workplace outcomes (job performance, job satisfaction, burnout and turnover intention). The study also investigated whether these relationships were contingent on the level of supervisor support at the workplace. Design/methodology/approach Survey data were collected in two-time lags from 752 studying professionals (non-traditional students) through a convenient sampling technique. Findings Results showed that WSC enhances burnout and turnover intention but has no significant direct relationship with job performance and job satisfaction. It was also found that the relationships between WSC and workplace outcomes, i.e. job performance, job satisfaction and burnout were conditional on the level of supervisor support. Originality/value The research contributes to WSC literature by being the first to empirically investigate the direct and interactive effects of WSC and supervisor support on important workplace outcomes of those adults who were primarily working and then decided to study further for career development rather than on full-time students.

Cross-level effects of HRM bundle on employee well-being and job performance

2017 ◽  
Vol 11 (3) ◽  
pp. 520-537 ◽  
Author(s):  
Fang Liu ◽  
Irene Hau-Siu Chow ◽  
Dan Xiao ◽  
Man Huang
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Cultural Context ◽  
Affective Commitment ◽  
Longitudinal Design ◽  
Well Being ◽  
Psychological Ownership ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to examine the mediation role of psychological ownership for the organization (PO-O) in the relationships between human resource management (HRM) bundle and job satisfaction, affective commitment and job performance. Design/methodology/approach Based on multilevel data analysis, 705 employees from 162 small- and medium-sized enterprises in China, this study adopted an empirical design. Findings PO-O mediates the relationships between HRM bundle and job satisfaction, affective commitment and job performance. Research limitations/implications These findings highlight the importance of HRM bundle to contribute to employees’ feelings of ownership for the organization and their well-being and job performance. Longitudinal design and multiple sources at multi-stage for data collection in future research would be required for the further understanding of the relationships between the variables of this study. A single organizational and cultural context is not sufficient; broader testing in different organizational and cultural contexts is required. Practical implications Managers should develop employees’ feeling of ownership by using HRM bundle. They can thus gain a competitive advantage by enhancing employees’ skills, knowledge and abilities, as well as improving their well-being and performance. Originality/value This study extends the current literature by providing theoretical and empirical explanations of the mediating role of psychological ownership in the HRM bundle-employee outcomes relationship using a cross-level research design.

Relationship of budget participation conflict and job performance of South Korean managers

2015 ◽  
Vol 22 (4) ◽  
pp. 608-629
Author(s):  
Maria A. Leach-López ◽  
William W. Stammerjohan ◽  
Eunsuh Lee ◽  
Claire Allison Stammerjohan
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Negative Impact ◽  
Mediating Effect ◽  
Future Research ◽  
Marginal Effect ◽  
Job Tenure ◽  
Cross Sectional Survey ◽  
Content Type ◽  
South Korean

Purpose – The purpose of this paper is to examine the effect of budget participation conflict (BPC) on job performance and the mediating effect of job satisfaction and job tenure on this relationship in a South Korean setting. BPC is defined as the difference between a manager’s actual budget participation and the same manager’s preferred level of budget participation. Design/methodology/approach – Survey data, analyzed using path analysis, were used to measure the direct effect of BPC on performance, and the indirect effects between BPC and performance running through job satisfaction and job tenure. Findings – Findings suggest that BPC does not directly impact job performance. Overall, this study suggests that BPC has a negative impact on job satisfaction and that job satisfaction in turn can significantly influence job performance. The authors also find some marginal effect of job satisfaction on job tenure, implying that increasing satisfaction can marginally increase job tenure. Research limitations/implications – Limitations of this study are those usually found in cross-sectional survey research. Originality/value – Despite its limitations, this study has both academic and practical implications. The study adds to the job performance literature in an Asian country which has not been widely researched. The study also finds that managers’ job performance and job satisfaction can be improved by minimizing BPC. Future research should study other variables that influence job performance of South Korean managers.

Trust, job satisfaction, perceived organizational performance and turnover intention

2017 ◽  
Vol 39 (7) ◽  
pp. 1148-1167 ◽  
Author(s):  
Rachid Zeffane ◽  
Shaker Jamal Bani Melhem
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
Turnover Intention ◽  
Future Research ◽  
Public And Private ◽  
Content Type ◽  
Public Sector Employees ◽  
The Impact

Purpose The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations. Design/methodology/approach Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored. Findings In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T). Research limitations/implications Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait. Practical implications The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization. Originality/value While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.

Revisiting leader-member exchange theory: insights into stadia management

2017 ◽  
Vol 8 (3) ◽  
pp. 244-260 ◽  
Author(s):  
Majd Megheirkouni
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Leader Member Exchange ◽  
Organisational Commitment ◽  
Content Type ◽  
Lmx Theory ◽  
Member Exchange ◽  
And Performance ◽  
Sport Events ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating impacts of leader-member exchange (LMX) theory on the relationship between job satisfaction, organisational commitment and performance of staff operating in stadia and arenas hosting sport events. Design/methodology/approach A quantitative methods approach was used to gather the data. In total, 146 surveys were completed from stadia hosting sport events in London, Dubai and Doha. Data were analysed using SPSS. Findings LMX fully mediated the relationship between job satisfaction and organisational commitment. LMX fully mediated the relationship between job satisfaction and job performance. In addition, job satisfaction was positively and directly related to job performance as well as organisational commitment. Research limitations/implications In-depth interviews approach is also needed to understand how employees perceive their supervisors, managers, or leaders in stadia hosting sport events. Originality/value The paper advances leadership research in stadia hosting sport events that links the impacts of LMX theory on job satisfaction, organisational commitment and performance.

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