Performance management, vigour, and training and development as predictors of job satisfaction in low-income workers

Abstract

Orientation: New insights into how managers can develop strategies to enhance job satisfaction, how researchers can use a different approach when collecting data by conducting a survey at a mall instead of an organisation, and an understanding of the relationship between performance management, vigour, and training and development of low-income workers form part of the orientation of this article.Research purpose: The authors endeavoured to determine whether performance management, vigour, and training and development positively predicted the job satisfaction of low-income workers in the South African context.Motivation for the study: Little, if any, research exists about the relationships between performance management, vigour, and training and development as well as the job satisfaction of low-income workers in the South African context.Research approach/design and method: The research approach was quantitative, descriptive and causal in nature. This study mostly comprised the units of analysis, namely low-income workers who were under-researched in the South African context. Hence, 877 respondents were purposefully selected for this study.Main findings: The results showed that performance management was the highest predictor of job satisfaction. The second highest predictor of job satisfaction was vigour, and the third highest predictor of job satisfaction was training and development.Practical/managerial implications: This research will empower managers to develop strategies to enhance employees’ job satisfaction by paying attention to performance management, vigour, and training and development.Contribution/value-add: This study was conducted on an under-researched sample, at a mall and suggested vigour as an intrinsic variable to be included in the Herzberg job satisfaction model.

Influence of quality of work life on psychological capital of organizational leaders using artificial neural networks: a study on learning in hybrid workplace

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Impact of workplace safety on well-being: the mediating role of thriving at work

“…Also, based on the socially embedded model, thriving at work represents employees' actual working behavior based on learning and vitality. A sense of vigor makes people experience positive feelings, such as job satisfaction (Maleka et al, 2020). Learning makes people want to develop new skills and abilities, leading to increased job satisfaction (Sims and Boytell, 2015).…”

Employees’ experiences of change management in the implementation of a performance management system

“…Hence, organisations that align and measure performance, across all organisational levels, often achieve tangible results in terms of their strategic imperatives (Modipane, Botha, & Blom, 2019). When these strategic imperatives are met, performance management has direct benefits for employees and organisations, which include the improvement of strategic two-way communication, the strengthening of relationships, and the enhancement of employees' personal and career development (Maleka, Paul-Dachapalli, Ragadu, Schultz, & Van Hoek, 2020). Govender and Bussin (2020) suggest that a performance management system comprises interlocking elements that are designed to inculcate high performance standards, which comprise the process of setting objectives, and regular review and feedback, as well as coaching, to avert poor performance.…”