THE ROLE OF EMPLOYEE DEMOGRAPHICS, WORK STRESS, AND REWARDS ON JOB SATISFACTION AND EMPLOYEE PERFORMANCE

This research was conducted at a private university in East Java (University X). The purpose of this study was to examine demographic factors as moderating variables on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction and measure the effect of job satisfaction on job performance at the university. 106 administrative staff and 101 lecturers are the samples in this study. The sampling technique was employed using simple random sampling. Structural Equation Model used to analyze the multivariate data. Results showed that employee demographics of both respondents do not act as moderators on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction. Likewise, the job satisfaction variable in this study does not provide a mediating effect on the relationship between job stress and employee performance and the relationship between rewards and employee performance. Significant results for administrative staff are shown in the relationship between rewards and job satisfaction and the relationship between rewards and employee performance. As for lecturers, significant results are shown in the relationship between job stress and performance and the relationship between reward and job satisfaction. Further research suggested conducting workload analysis for each position, developing an appropriate reward system, further research to determine the factors that can predict performance, and research continued by using unstructured demographic data, such as income levels or workloads.

Prioritizing Employee Engagement to Drive Organisational Performance in Automobile Sector

All professionally managed organisations in spite of complications have started deploying analytics to help them predict retention, identify the factors which have correlation with HR related aspects such as compensation and employee demographics in order to have an insight on as to why certain employees are more engaged as compared to others. This research attempts to review the advantage of prioritising employee engagement in order to drive organisational performance with respect to the automobile sector in Chennai. The results have shown that there exists a significant difference between the demographics of the sample and factors of employee engagement influencing organisational performance.

Influence of frugality, materialism and employee demographics on workplace deviant behaviors

This paper explores the impact of frugality and materialism on workplace deviant behaviors in business organizations. The investigation sample was drawn from selected business organizations (Stanbic IBTC Bank, Globacom Limited, International Alpha Limited, and Nextzon Business Services Firm) across the Ibadan and Lagos cities of Nigeria. This study espouses a quantitative research approach, and the study’s questionnaires were randomly dispersed. Out of 400 questionnaires, 323 questionnaires were useful for investigation, and the data obtained were analyzed using SPSS version 26. The research results show that the frugal are less likely to engage in workplace deviant behaviors, while materialists are more inclined to exhibit workplace deviant behaviors in business organizations. This paper further indicates that demographics (gender, marital status, and educational qualification) have a statistical effect on workplace deviant behavior. It was confirmed that frugality, materialism, and employee demographics significantly influenced workplace deviant behaviors in business organizations. Therefore, business organizations’ leadership and management should encourage frugality, thereby directly reducing employee workplace deviant behaviors. Besides, the main focus should be on reducing materialistic tendencies through periodic training and seminars on debt prevention, particularly among vulnerable employees who discourage workplace deviant behaviors. AcknowlendgmentThe authors acknowledge the Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, under Professor Wilfred Ukpere, for funding this study and publishing it.