Volunteer age, job satisfaction, and intention to stay

The role of compensation in shaping employee’s behaviour: a mediation study through job satisfaction during the Covid-19 pandemic

Purpose

This research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job satisfaction in the relationship.

Design/methodology/approach

In the present study, self-administrated questionnaires were distributed among 600 doctors working in public hospitals of Pakistan, following stratified sampling. The data analysis was conducted through SPSS and smart-PLS.

Findings

Results of the present study supported all the hypotheses (H1–H7), such as the significant relationship of compensation with employee retention and turnover intentions. Results further confirmed the mediation effect of job satisfaction between compensation and employee retention as well as compensation and turnover intentions.

Practical implications

This study is useful for policymakers and organizational managers since the study provides guidelines on employee retention and high turnover intentions and how these factors are influenced by improved compensation.

Originality/value

This study sheds light on the relationship of compensation together with employee retention and turnover intentions through the mediating role of job satisfaction in healthcare context, which was overlooked in the existing literature.

Job Competency and Intention to Stay among Nursing Assistants: The Mediating Effects of Intrinsic and Extrinsic Job Satisfaction

This study investigated the influences of nursing assistants' job competency on their intrinsic and extrinsic satisfaction and intention to stay in the profession of long-term care institutions. Understanding the relationship between job competency and job satisfaction, both intrinsic and extrinsic, would enable institutions to strengthen service workers' intention to stay and to retain essential personnel. This study was a cross-sectional study in which nursing assistants from 26 nursing homes and 15 elderly welfare institutions in Taiwan. The relationship between job competency and intention to stay was discovered to be significantly mediated by intrinsic and extrinsic job satisfaction. Given the staff shortages and difficulty retaining staff in long-term care environments, organizations must be able to strengthen employees' intention to stay; one suggestion is to improve the employees' competency, because higher competency results in higher quality of care and greater extrinsic job satisfaction. Furthermore, greater job competency is more likely to result in affirmation and accomplishment, both of which increase intrinsic job satisfaction and thus positively influence intention to stay.

Behavioral Intentions and Retention of Technical and Scientific Staff in Research and Development Organizations

Different reasons influence intentions of technical and scientific professionals to stay or leave their current jobs, impacting the ability of companies to retain these professionals. This paper identified the antecedents of intentions to leave, intentions to stay, and retention of such technical and scientific professionals in private research and development organizations from the Greater Florianópolis, Santa Catarina, Brazil. Data was collected via online questionnaires between December, 2014 and March, 2015. Job satisfaction and supervisory support were negatively related to the intention to leave the organization, and positively related to the intention to stay in the organization. Training and development opportunities and organizational culture presented negative relation only to the intention to leave the organization. The article discusses these results and presents suggestions for future studies.

LMX and employee satisfaction: mediating effect of psychological capital

Purpose

The purpose of this paper is to investigate the relationship between leader-member exchange (LMX), job satisfaction (JS), life satisfaction (LS), and psychological capital (PC) for employee relation management.

Design/methodology/approach

A total of 319 valid questionnaires were received from employees of financial and electronics manufacturing industries in Taiwan, and they were then analyzed using a structuring equation model with SPSS 12.0 and LISREL 8.8.

Findings

Good LMX increases psychological capital. Psychological capital enhances both JS and LS, and psychological capital serves as a full mediator for both JS and LS. A moderating effect of industrial characteristics is found between LMX and LS and between psychological capital and LS.

Practical implications

The findings suggest that managers need to focus on leadership style in order to develop employees’ life and JS through building psychological capital.

Originality/value

This study not only obtained further support for predictions derived from the LMX theory but was also a more extensive analysis of the meaningful relationships between job and LS with a mediating effect of psychological capital on employee relation management.