Enhancing nurses’ job satisfaction through remuneration: can materialism be a threat?

Asiamah, Nestor; Mensah, Henry Kofi

doi:10.1108/ijoes-01-2019-0012

Cited by 6 publications

(7 citation statements)

References 35 publications

(62 reference statements)

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“…The study results in Table 2 demonstrated a significant positive relationship between talent management and work engagement (r =0.489, p < 0.001). Thus, the study hypothesis was accepted because considerable studies show that there is a significant contribution between talent management practice and employee work engagement (Anlesinya, Amponsah-Tawiah, & Dartey-Baah, 2019;Ariana et al, 2018;Asiamah, Mensah, & Azinga, 2019;Chien & Yick, 2016;Naz & Sharma, 2017). Consequently, there is a need to continue with effective talent management practices in public hospitals to advance work engagement levels amongst the nurses.…”

Section: Discussionmentioning

confidence: 99%

Model of talent management for registered nurses in Malawian public hospitals

Dzimbiri

Molefi

2022

SA Journal of Industrial Psychology

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Research purpose: This research aims to investigate the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation amongst registered nurses in public hospitals of Malawi. Motivation of the study:The development of a structured model will contribute to new knowledge in human resources management because no relationship of this kind exists. The model illustrates the interactive relationship between talent management, job satisfaction, innovative work behaviour, work engagement and career orientation.Research approach/design and method: A quantitative research (cross-sectional) was conducted in public hospitals of Malawi by administering the adapted Human Capital Index Questionnaire, Minnesota Job Satisfaction Questionnaire (MSQ), the Innovative Work Behaviour Scale (IBS), the Utrecht Work Engagement Scale (UWES) and the Career Orientation Inventory (COI). The Spearman's rank correlation (r) was used to determine the connection between the study variables. Main findings:The results demonstrated a strong positive relationship between talent management and job satisfaction (r = 0.501, p < 0.001) but a weaker relationship with innovative behaviour (r = 0.408, p < 0.001), dimensions of work engagement (vigour, dedication and absorption) and career orientation (r = 0.488, p < 0.001). Furthermore, the results showed that job satisfaction was strongly positively associated with innovative behaviour (r = 0.567, p < 0.001), career orientation (r = 0.599, p < 0.001) and work engagement. There was a constructive relationship between innovative work behaviour, work engagement (r = 0.631, p < 0.001) and career orientation (r = 0.633, p < 0.001). Career orientation was strongly associated with work engagement (r = 0.696, p < 0.001).Practical/managerial implications: Talent management impacts skill demands placed on the workforce for the kind of hired staff and how they are trained, assessed and rewarded. It also stimulates employees' job satisfaction, innovative work behaviour, work engagement and career orientation. This study highlights the need for hospital management to give proper attention to the effective implementation of talent management practices and strives to resolve the challenges of implementing those practices. Contribution/value-add:This study offers the opportunity for health sector leaders to reflect on how they manage talent in hospitals, giving them the best practices of implementing talent management practices. Furthermore, there exists a lack of research illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation. This explains the significance of this study.

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Section: Discussionmentioning

confidence: 99%

Model of talent management for registered nurses in Malawian public hospitals

Dzimbiri

Molefi

2022

SA Journal of Industrial Psychology

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“…When managers take care of the feelings of their subordinates they create an atmosphere of relatedness in them (Deci and Ryan, 2012). A high level of relatedness makes the employees ready for change management (Asiamah et al, 2019;Shin et al, 2012). A study conducted by Skaalvik and Skaalvik (2014) shows that self-perceived autonomy outcomes in job engagement, motivation and satisfaction.…”

Section: Literature Review 21 Self-determination Theorymentioning

confidence: 99%

Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

Rahi

Alghizzawi

Ahmad

et al. 2021

IJOES

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Purpose This study aims to gain insight into factors that impact employee readiness to change and organizational change management. Therefore, an integrative research model is developed with the combination of perceived competence, perceived relatedness, perceived autonomy, codification strategy and personalization strategy to investigate employee readiness to change. The research model tests the mediating role of employee readiness to change between factors underpinned self-determination theory, knowledge management strategy and organizational change management. In addition to the moderating role of self-efficacy is examined between the relationship of employee readiness to change and organizational change implementation. Design/methodology/approach This research is conducted under a positive paradigm, and therefore, a quantitative research approach is incorporated to design a research strategy. The research model is empirically tested with a sample size of 361 employees working in commercial banks of Pakistan. For data analysis, the structural equation modelling approach is applied. Findings Empirical findings indicate that altogether perceived competence, perceived autonomy, perceived relatedness, codification and personalization strategies had explained 76.8% variance in employee readiness to change. The effect size analysis shows that codification strategy has the largest impact in determining employee readiness to change. Therefore, the relatedness of employee tasks stands at the second stage in determining employee readiness to change. The predictive relevance of the research model is computed through blindfolding procedure and revealed substantial predictive relevance in measuring employee readiness to change. The findings of the research confirmed that the relationship between employee readiness to change and organizational change implementation will be stronger when self-efficacy is higher. Practical implications The current research has several contributions to theory and practice. Theoretically, this research extends the self-determination theory with knowledge management strategy and enriches literature in employee readiness to change and organizational change management context. Practically, this research suggests that policymakers should focus on factors underpinned by self-determination theory and knowledge management model to develop a positive attitude among employees towards readiness to change. Similarly, self-efficacy is another important factor that moderates the relationship between readiness to change and change implementation and should be considered for managerial implication. Originality/value This research is significant as it integrates two unique models, namely, the self-determination framework and the knowledge management model to investigate employee readiness to change. In addition to that, the research model is extended with the moderating effect of self-efficacy between the relationship of employee readiness to change and organizational change implementation.

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“…The compensation package includes different components such as allowances, commissions, and additional benefits. These are provided to employees upon the successful completion of individual or group job tasks (Asiamah et al, 2019). Remuneration encompasses the employee's basic salary, as well as additional elements such as bonuses and commissions, which are specified in the employment contract (Calvin, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Are you satisfied? Tracing antecedents of bank employees’ job satisfaction in their job role

Gupta,

Atikur Rahaman,

Dilip Taru

et al. 2024

Banks and Bank Systems

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This empirical study aims to explore the factors that impact job satisfaction among employees in private banks in Bangladesh, considering the prevailing atmosphere of intense competition in the country’s banking sector. Recognizing that employees are a crucial asset to any organization’s success, it is essential to explore the variables that contribute to their work contentment. The methodology adopted for this study follows a quantitative approach, employing regression analysis for scrutinizing the relationships between job satisfaction and selected variables. This study included a sample of 320 individuals employed in private banks in Bangladesh. This sample size was considered suitable for conducting a robust quantitative regression analysis. To collect the necessary data, the questionnaire was given to the bank personnel and employees via their email addresses. The survey instrument utilized in this investigation was modified from earlier research endeavors to ensure validity and reliability. To analyze the collected data, the researchers utilized the statistical software SPSS version 29.0. The regression analysis feature of SPSS was employed to test the model and hypotheses formulated for this study. The findings of the study reveal that green HR practices (β = 0.284), which encompass environmentally friendly policies and practices in human resource management, significantly contribute to employee job satisfaction. Additionally, remuneration (β = 0.224) emerges as another vital factor influencing job satisfaction. Furthermore, work environment (β = 0.298) was found to have a significant positive and highest effect among other two variables on job satisfaction levels.

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Enhancing nurses’ job satisfaction through remuneration: can materialism be a threat?

Cited by 6 publications

References 35 publications

Model of talent management for registered nurses in Malawian public hospitals

Model of talent management for registered nurses in Malawian public hospitals

Does employee readiness to change impact organization change implementation? Empirical evidence from emerging economy

Are you satisfied? Tracing antecedents of bank employees’ job satisfaction in their job role

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