The purpose of this paper is to develop a scale to measure employee satisfaction and test the nature of the relationship between job dissatisfaction and turnover; and to test if some sociodemographic variables can moderate this relation same as above. Data was collected from Tunisian Information and Communications Technology Sector (ICT). As quantitative methodology employs numerical data to quantify the social phenomenon, choosing the right techniques enable social scientists to analyse the findings of the study accurately using both structural equation analysis and hierarchical regression. The results indicated that the level of employee dissatisfaction influences their turnover intention. The results confirm that job dissatisfaction has an even greater impact on departure intentions as the level of satisfaction is low. A Likert scale is developped in this study, often found on survey forms, that measures how people feel about Quality of Working life.
This paper studies the specific causes of burn-out as lived by tunisian employees. Firstly, we studied the effects of post-revolution context that push each other into excessive language that caricature their stress. But such conflictual situations force them to be stressed, to forget the prescriptive speech of their hierarchy, to act in the emergency with the means of the edge. Secondly, the results helped to meet the gools defined in the study, namely: to assess the behaviour of employees in the face of stress and its consequences, to identify the weakening factors and to identify the categories of populations most affected by burn-out. Finally, this study offers some ideas for thinking about burnout risk prevention.
In this paper, we discuss in more detail the context of Tunisian banks, with a focus on digital transformation strategies considered, the mission that preceded this study and the methodology and approach. Secondly, we will analyze the results of the study to reconstruct the features of the digital transformation of movement in Tunisian banks.The study of the digital transformation of Tunisian banks is carried on the board Matine Consulting firm. This study is launched in the continuity of the inaugural training program certifying on the topic of FinTechs and digital transformation of banks, set up by Matine in collaboration with the Academy of Banking and Finance (ABF).
BACKGROUND: At the beginning of the health crisis, a growing number of Tunisian companies adopted innovative practices for organizing production and work associated with the spread of teleworking. These digital transformations correspond to both economic and social developments. OBJECTIF: This study holds promise as an ergonomic device that may inform organizational orientations setting and guide future research around causal pathways influencing innovative practices implementation for workplace safety. METHOD: Following the conclusions of Gallie and Zhou in 2013, [24] showing from a factorial analysis that the items selected belong to two dimensions, two health indicators were constructed from the answers to the following study. RESULTS: The empirical analyzis performed on database of Best Places to Work confirms the structure of employee recognition expectation in Tunisia. This structure varies about the reconciliation between professional life and family. Then, the results of a mediation-moderation model highlight the decisive role of recognition in the construction of occupational health in the COVID-19 context, especially when greater involvement is expected from employees. CONCLUSION: The innovative practices are applied in all regions of Tunisia at different levels and implemented at the first five certified companies to meet the various needs of employees. Its four pillars encompass social, mental, physical and financial well-being.
The present study replicates St-Vincent and al. in 2011 experience sampling study of the work activity regulation model and addresses health crisis issue, which replicates the original study’s findings. Results suggest that social times is regulated within each Tunisian manager. Individuals’ or collective optimal social regulation state changed from public and organizational policies, but results did not support the original study’s claim regarding social satiation. Similarly, the study showed a significant number of events involved a risk to their occupational health and safety. However, the thematic analysis reveals disparities in the distribution of risk events for the manager as well as the type of risks to which he is exposed during the COVID-19 period. So, there are a significant number of managers who were confronted with a risk to their health more than times when unforeseen events occur. These events experienced by Tunisian managers during the COVID-19 period can be stressful. In fact, in order to withstand the stress inherent in each of the life spheres, some people want to maintain a permeable border between work and non-work to avoid overflows from one to the other.
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