Sheilla Lim Omar Lim

Bio: Sheilla Lim Omar Lim is an academic researcher from Universiti Malaysia Sarawak. The author has contributed to research in topics: Affective events theory & Job attitude. The author has an hindex of 1, co-authored 2 publications receiving 80 citations.

Taming the Green-Eyed Monsters:

Abstract: Issues related to jealousy in organization are rarely discussed openly among the management and employees. Yet, this strong emotion can lead to numbers of unpleasant impacts such as lowering employees’ job motivation and decreasing company’s productivity. A study conducted with 209 employees from a prominent private organization in Malaysia has shown that jealousy is the most influential factor that contributes to interpersonal relationship problem, which consequently affect the employees’ job performance. With the usage of on-line survey namely Employee Need Analysis Inventory Online Counseling Management System (ENAICMS), it is found that employees with interpersonal relationship problem faced communication problems with the management and colleagues, as well as commitment to work in team. The chaining problems may eventually harm the organization if appropriate actions are not taken. This conceptual paper aims to illustrate how ENAICMS Jealousy Intervention can help the organization to reduce envy and jealousy problem among employees. Interventions such as individual and group counseling, workshop, awareness program, and transforming organization’s policy are explained in detail.

Workplace violence, job satisfaction, burnout, perceived organisational support and their effects on turnover intention among Chinese nurses in tertiary hospitals: a cross-sectional study.

Abstract: Objectives Our aims were to assess the relationship between workplace violence, job satisfaction, burnout, organisational support and turnover intention, and to explore factors associated with turnover intention among nurses in Chinese tertiary hospitals. Methods The purposive sampling method was used to collect data from August 2016 through January 2017. A total of 1761 nurses from 9 public tertiary hospitals in 4 provinces (municipalities) located in eastern (Beijing), central (Heilongjiang, Anhui) and western (Shaanxi) regions of China completed the questionnaires (effective response rate=85.20%). A cross-sectional study was conducted using the Workplace Violence Scale, Chinese Maslach Burnout Inventory General Survey, Minnesota Job Satisfaction Questionnaire Revised Short Version, Perceived Organizational Support-Simplified Version Scale and Turnover Intention Scale. Results A total of 1216 of 1706 (69.1%) participants had high turnover intention. During the previous 12 months, the prevalence of physical violence and psychological violence towards nurses was 9.60% and 59.64%, respectively. As expected, the level of turnover intention was negatively correlated with participants’ scores on job satisfaction (r=−0.367, p Conclusions Perceived organisational support served as a mediator between workplace violence, job satisfaction, burnout and turnover intention, and it had a significantly negative impact on turnover intention. Therefore, nursing managers should understand the importance of the organisation’s support and establish a reasonable incentive system to decrease turnover intention.

Transformational Leadership, Job Satisfaction, Organizational Commitment, and Turnover Intentions: The Direct Effects among Bank Representatives

Abstract: Transformational leadership is the current design for numerous financial institutions which manifests how bank executives could impact psychological as well as behavioral repercussions of their bank representatives. The ultimate intention of this descriptive research study is to identify the connection between transformational leadership, job satisfaction and organizational commitment of workforces operating in the financial market of Jeddah, Saudi Arabia. A five-point Likert-scale questionnaire, containing 38 survey items, separated right into four components which developed and reviewed. Four financial institutions were sorted out on a straightforward and unique testing principle. An overall of 300 questionnaires apportioned in four banks from which 181 questionnaires reciprocated with 60.33 percent response rate. For the objective of manipulation and analysis, useable data grasped to a software package called SPSS. The integrity of the questionnaire was examined and found to be 0.85. The research outcomes unveiled a robust assistance for the proposed significant and positive connection between transformational leadership, job satisfaction, and organizational commitment of bank representatives. The outcomes additionally suggested the inverted relationship among personnel’s job satisfaction as well as for purposes to abdicate from their financial institutions.

Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement

Abstract: Technological developments are things that must be followed by companies to achieve a competitive advantage to improve performance. To achieve and improve performance, companies need active employee engagement by encouraging motivation and fulfilling their job satisfaction. This study aims to analyze the effect of motivation and job satisfaction on performance with employee engagement as a mediating variable. The research sample is Information Technology (IT) companies located in the cities of Jakarta and Bandung, Indonesia. Research respondents are system developers who handle system development activities for a project or part of an ongoing project. By using the convenience sampling technique 103 responses were obtained from IT developers. The research model analysis method uses Partial Least Square (PLS) with SMART PLS Ver 3.0 software. Empirical findings prove that motivation has a positive effect on the performance of IT employees, while job satisfaction is independent. Employee engagement does not directly affect employee performance, but the effect of mediation through motivation and job satisfaction can have a significant effect on employee performance. The research findings have managerial implications, in increasing high employee involvement, motivation needs to be encouraged to be more active and innovative, and facilitate the achievement of the desired results. AcknowledgmentThis study was made possible because of the full support of the Region III Education Service Institute (LL-DIKTI III), the Ministry of Education and Culture of the Republic of Indonesia, and the Research Center at Mercu Buana University, Jakarta.

Well-being, affective commitment and job satisfaction: influences on turnover intentions in casual dining employees

Abstract: This case study examines a large franchise of an American style casual dining chain. The purpose of this research was to determine whether new changes to the operational procedures of a restaurant ...

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

Abstract: Background and Purpose: Organizations should implement new findings from the field of human resource man­agement. If an organization wants to have successful and effective employees, they should be satisfied with all aspects of work and at the same time they should be feel commitment towards an organization. To have a full insight in employees, organizations have to take care of psychological side of employees, which manifests in psychological empowerment. Design/Methodology/Approach: The survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Serbia, and Slovenia. The investigated constructs of psychological empowerment, job satisfaction and organisational commitment were compared. Spreitzer’s PEQ was used for the assessment of the psychological empowerment, Spector’s JSS for job satisfaction, and Allen’s and Meyer’s OCQ for the assessment of organisational commitment. Results: The research showed that the highest level of psychological empowerment can be found among university lecturers from Serbia and the lowest from Germany. Job satisfaction level is the highest in Austria and the lowest in Slovenia. Affective organisational commitment is the highest in Slovenia and the lowest in Germany. Continuance or­ganisational commitment scored the highest in Croatia and the lowest in Czech Republic. Additionally, the outcomes show the highest level of normative organisational commitment in Czech Republic and the lowest in Austria. Only affective organisational commitment was not found as statistically significant. Conclusion: Knowledge of psychological empowerment, job satisfaction and organizational commitment can be helpful for leaders, because with this knowledge they can manage, develop and motivate employees properly.