scholarly journals Investigating The Cause Of High Attrition Rates In Women Employees Of Private Organisation

2020 ◽  
Vol 20 (2) ◽  
pp. 25-40
Author(s):  
Fahad Abdali ◽  
Abuzar Wajidi ◽  
Faraz Ahmed Wajidi
Keyword(s):  
Job Satisfaction ◽  
Organisational Culture ◽  
Survey Questionnaire ◽  
Attrition Rates ◽  
Women Employees ◽  
Private Organisation ◽  
Organisational Practice

The main purpose of this study is to investigate the factors and causes of high attrition rates in women employees working in private organisations. The emphasis of this research is placed on factors and its impact on the decision of women for attrition. The research is quantitative in nature and data that is collected for this research using primary information which has been gathered through using survey questionnaire. The analysis of data is conducted using Smart-PLS. The results of this particular study conclude that uncongenial organisational culture, insufficient compensation, job satisfaction and social organisational practice have a significant impact on attrition of women working in private organisations. The implications of this research include that the atmosphere in most of the organisations are tough and overwhelming for women who have to manage their work as well as their responsibilities towards families and children.

Workplace disability and job satisfaction in Britain: A co-worker test?

2021 ◽  
pp. 0143831X2110142
Author(s):  
Getinet Astatike Haile
Keyword(s):  
Job Satisfaction ◽  
Negative Relationship ◽  
Organisational Culture ◽  
Seemingly Unrelated Regression ◽  
Unrelated Regression ◽  
Significant Negative Relationship ◽  
Using Data

The article examines the link between workplace disability (WD) and workplace job satisfaction (JS) using data from WERS2011. Controlling for a rich set of workplace characteristics including organisational culture, the study finds a significant negative relationship between JS and the share of disabled respondents within workplaces. Notably, Seemingly Unrelated Regression (SUR)-based analysis distinguishing between disabled and non-disabled respondents reveals that the negative relationship found is specific to non-disabled respondents. Moreover, disability equality policies are found to be significantly positively related with disabled respondents’ JS while they are negatively related with the JS of their non-disabled counterparts. The article ponders if there is a co-worker aspect to the WD–JS link and whether HR policies may need to take heed of co-worker dynamics in this respect.

Job flexibility and job satisfaction among Mexican professionals: a socio-cultural explanation

2018 ◽  
Vol 40 (5) ◽  
pp. 921-942 ◽  
Author(s):  
Miguel A. Baeza ◽  
Jorge A. Gonzalez ◽  
Yong Wang
Keyword(s):  
Job Satisfaction ◽  
Latin American ◽  
Content Type ◽  
Women Employees ◽  
Mexican Society ◽  
Job Flexibility ◽  
Cultural Explanation ◽  
The Relationship ◽  
Latin American Countries

Purpose The purpose of this paper is to study how job flexibility influences job satisfaction among Mexican professionals, and focus on the role of key socio-cultural moderators relevant to Mexican society. Design/methodology/approach The paper explore how this relationship may be more important for women, employees with dependents such as children and elder parents and younger generations of professionals (e.g. Millennials). Findings The authors find that job flexibility is positively related to job satisfaction. This relationship is stronger for employees without dependents, as well as for younger generations of professionals (e.g. Millennials). Surprisingly, the relationship between job flexibility and job satisfaction does not differ by gender. The findings explain why job flexibility is more conductive to job satisfaction for employees without dependents, who tend to belong to younger generations. Originality/value Overall, the findings present important implications for managing job flexibility in Mexico and other Latin American countries, particularly for younger professionals.

Performance Management

2019 ◽  
pp. 69-87
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Organisational Culture ◽  
Emotion Management ◽  
Individual Group ◽  
The People ◽  
Emotional Behaviour ◽  
Management Techniques ◽  
Training Opportunities ◽  
And Training

In this chapter, the authors focus on the importance of emotion management within the organisation. While they have previously discussed some general issues related to emotion and emotional behaviour in the workplace, it is now time to reflect on how such topics should converge in performance management techniques. Leaders, and managers in general, are required to nurture the people that are part of the organisation, thus somehow recognising the outcomes, results, and accomplishments achieved by an individual, group or organisation. Favouring an organisational culture that takes into account performance as a way to enhance people's efficiency through feedback and training opportunities, managers can improve job satisfaction and limit employees' turnaround, which in turn create a positive workplace for emotion management.

Organisational culture, leadership behaviour and job satisfaction in the Vietnam context

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Quan H.N. Tran
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Linear Regression Analysis ◽  
Organisational Culture ◽  
Small Sample ◽  
Content Type ◽  
Leadership Behaviour ◽  
Working People ◽  
Research Findings ◽  
Market Cultures

Purpose The purpose of this paper is to challenge the influence of organisational culture types on leadership behaviour and job satisfaction. The theory of culture was divided into four characteristics, namely, clan, hierarchy, adhocracy and market. Design/methodology/approach A purposive questionnaire was adapted to collect surveys from 294 working people in several sector organisations in Vietnam. The questionnaire included two main parts. The first part comprising demographic questions. The second part included three constituted scales to evaluate organisational culture types, leadership behaviour and job satisfaction. Correlation and linear regression analysis were adapted to use to challenge connections among variables. Findings Hierarchy culture negatively connected to relationship-oriented leadership behaviour. Adhocracy culture positively affected job satisfaction. Clan and market cultures insignificantly predicted leadership style and job satisfaction. Research limitations/implications The research is structured in 294 working people in various Vietnamese sector organisations. This small sample is unlikely to represent the popularity of the findings. Further research should collect samples in more organisations and industries in Vietnam to improve the efficiency of the results. The research findings may support leaders and superiors to choose a proper organisational culture that will reduce employee dissatisfaction. Originality/value The research is conducive to the studies on organisational culture, especially the association between leadership behaviour and job satisfaction in Vietnamese sector organisations

scholarly journals An integrated dataset on organisational culture, job satisfaction and performance in the hospitality industry

Data in Brief ◽  
2018 ◽  
Vol 19 ◽  
pp. 317-321 ◽  
Author(s):  
Joy Dirisu ◽  
Rowland Worlu ◽  
Adewale Osibanjo ◽  
Odunayo Salau ◽  
Taiye Borishade ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Hospitality Industry ◽  
Organisational Culture ◽  
And Performance

Fairy tale midwifery 10 years on: re-evaluating the lived experiences of newly qualified midwives

2019 ◽  
Vol 27 (10) ◽  
pp. 649-654
Author(s):  
Kate Ashforth ◽  
Ellen Kitson-Reynolds
Keyword(s):  
Job Satisfaction ◽  
Lived Experiences ◽  
Fairy Tale ◽  
Original Research ◽  
Attrition Rates ◽  
Reality Shock ◽  
Data Saturation ◽  
Sources Of Support

Newly qualified midwives (NQM) experience a reality shock upon initiation of first post. Despite efforts to smooth the transition to NQM status, there remains an incongruence between the expectations (‘fairy tale’) and the realities of practice. Transition and preceptorship programmes aim to increase competence and confidence, and improve the lived experiences of NQMs. Preceptorship, however, is unstandardised and supernumerary shifts and rotations to clinical areas may be affected by service demands. Sources of support in practice include peers, preceptors and midwives on shift. No new themes emerged when comparing contemporary and original research, suggesting data saturation has been reached, although it may still be pertinent to consider the experiences of NQMs in order to reduce attrition rates and increase job satisfaction.

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