Human Resource Management

Bratton, John; Gold, Jeff

doi:10.1057/978-1-137-58668-1

Cited by 104 publications

(94 citation statements)

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“…Rewards are the most used tool to guide employees' behaviour and performance, aiming to attract and retain the best qualified and to keep them both motivated and satisfied (Bratton and Gold 2017). Rewards have recently been conceptualized as any valued outcome that employees receive from the employer in exchange for their hard effort and contribution (Henderson 2003).…”

Section: Job Satisfactionmentioning

confidence: 99%

The Effects of Work Environmental Factors on Job Satisfaction: The Mediating Role of Work Motivation

Suifan

2019

Business: Theory and Practice

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This paper explores how work motivation mediates the association between work environmental factors and job satisfaction. The data were collected through a questionnaire survey administered to middle and top managers in Jordanian ommercial banks. A total of 295 questionnaires were returned out of 500, with a response rate of 59%. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modelling. Work motivation was found to positively and significantly mediate the effects of work environmental factors on job satisfaction. This finding is attributed to work itself and its contextual factors contributing to employees’ positive feelings towards their jobs, depending on the effectiveness of their work motivation. This study fills a gap in the literature on how the psychological environment of the workplace affects work environmental factors.

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Section: Job Satisfactionmentioning

confidence: 99%

The Effects of Work Environmental Factors on Job Satisfaction: The Mediating Role of Work Motivation

Suifan

2019

Business: Theory and Practice

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“…The extent to which employee execute his/her requirements of the job description is regarded as Inrole performance (Williams & Anderson, 1991), whereas all actions other then the formal role requirements are suggested as extra-role performance and are totally at employees prudence (George & Brief, 1992;Bedarkar & Pandita, 2014). Furthermore, all policies and practices pertaining to HR in modern-day are deliberated with a approach that not only increases the individuals' involvement for on-the-job requirements but also encourages extra-role behavior of employees (Guest, 1997;Budhwar & Khatri, 2001;Biswas & Varma, 2011;Bratton & Gold, 2017).…”

Section: Engagement and Performancementioning

confidence: 99%

A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance

Waseem¹,

Mehmood²

2019

SAJMS

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The statement claiming that the raised employees' engagement level will eventually help increase the employees' well-being and work performance has not previously vastly tested, specifically within faculty members of higher educational institutions (HEIs). The scarcity of noteworthy studies on the antecedents and outcomes of employee engagement is addressed while a complete, holistic and comprehensive model is presented in the paper that presents a rational basis on which further testing of the hypotheses could be identified and tested to verify the theory. Based on the job demands resources model (JDR), it is hypothesized in the current study that work engagement would be influenced by job resources and also engagement in turn have a positive impact on employees in role and extra role performance behaviors. We used a non-experimental design study with a survey sample of N=189 permanent full time teachers participated in the study. Structural equation modeling were applied to test the model empirically, the results showed that only one job resource out of three had a positive significant effect on boosting work engagement. Additionally, the employee engagement at workplace was also found positively and significantly influencing employees' self rated performance. The current study also discussed the implications of these findings with respect to theory and practice.

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“…Rewards are benefits being received by employees for rendering service to an organization. They can be in the shape of financial and tangible benefits received by an employee while performing a particular job within an organization (Bratton & Gold, 2017). Rewards are the things which are considered valuable by employees (Chen & Hsieh, 2006) and can be both monetary and non-monetary (Kiisa, Daria, Anu, & Christina, 2012).…”

Section: Rewardsmentioning

confidence: 99%

Trust, Rewards and Training Impact on Employee’s Work Engagement: An Evidence from Banking Sector

Bilal

Farooq

Rukh

2019

GSSR

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Pakistans banking sector shows a key role in its economic growth. Employee behavior in this sector is greatly affected by job-related factors. The drive of the study was to assess the impact of trust, rewards, and training on WE in the banking sector. Data were collected from a random sample of 150 correspondences through the survey questionnaire. The model of correlation and regression was used to scan the connection between the variables. Results based on the model of correlation and statistical regression revealed that all three factors, including trust, reward, and training, have a positive influence on the WE of the employees. This research is a distinct study of trust, rewards and training consequences on the employees WE from a banking perspective. The outcomes of the study, therefore, have a number of suggestions in the field of human resource for researchers and practitioners.

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Human Resource Management

Cited by 104 publications

References 0 publications

The Effects of Work Environmental Factors on Job Satisfaction: The Mediating Role of Work Motivation

The Effects of Work Environmental Factors on Job Satisfaction: The Mediating Role of Work Motivation

A Study on the Drivers of Employee Engagement and its Relationship with Employee Performance

Trust, Rewards and Training Impact on Employee’s Work Engagement: An Evidence from Banking Sector

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