Evolution of Affective Career Outcomes: A Field Study of Academic Librarians

Appraisal as a Determinant for Adequate Compensation in Private Sector: A Study of Selected Organisations in Nigeria

“…This is consistent with the held positions of St. Liffers (2000), Kose (1995), Olajide (2000) and Philips (2004a). The research report of Philips for example, indicated that a well-established appraisal renders enough information for determining adequate compensation.…”

“…The result showed that salaries and benefits are related to appraisal of employees' performance. Similarly, the result of some other studies have shown meaningful relations between appraisal and wages, management policy, working conditions, possibilities of promotion, the size of the organization and self development and achievement of the use of talents (Kose, 1995, Olajide, 2000, Philips, 2004a. It is this realization that compels private sector organizations to attach higher compensation (salary and bonus) to performance appraisal.…”

Instructional Experience and Teaching Identities: How Academic Librarians’ Years of Experience in Instruction Impact their Perceptions of Themselves as Educators

“…In this research, respondents indicated that professional validation, increasing work responsibilities, and engaging interactions with patrons contributed to their continued professional growth. Other research on librarians' years of experience in the profession has established that this factor may also influence the incidence of workplace bullying (Freedman & Vreven, 2016), the attainment of affective career outcomes (Phillips, Carson, & Carson, 1994), and the need to address organizational change (Lewis & Orr, 2018). Such components, then, may impact librarians differently depending on their years of teaching experience.…”

Exploring Teaching Satisfaction of Public High School Teachers: Empirical Evidence from Turkey

“…Job satisfaction have been reported to be positively correlated with good citizenship behaviours (Bateman & Organ, 1983), organizational commitment (Philips, 1994), pay satisfaction (Bolarin, 1993), task clarity and career commitment (Adeyemo & Aremu, 1999), personal self-efficacy beliefs (Buluç, & Demir, 2015), job performance (Büyükgöze, & Özdemir, 2017;Chamundeswari, 2013 (Schneider, 2003), positive affectivity (Agho, Price, & Mueller, 1992), leader-member exchange (Özdemir, & Büyükgöze, 2015), and work motivation (Tella, Ayeni, & Popoola, 2007). However, lower levels of employee satisfaction have been found to correlate with intention to leave (Coomber, & Barriball, 2007), job stress (Bemana, Moradi, Ghasemi, Taghavi, & Ghayoor, 2013), anxiety (Ferguson, Frost, & Hall, 2012), retention (Myers-Giacometti, 2005), and burnout syndrome (Ogresta, Rusac, & Zorec, 2008).…”