Journal ArticleDOI
Employee satisfaction and motivation of retail store employees
TLDR
In this article , the authors identify the critical determinants of motivation factors of the human resources capital in the retail sector and find that the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses.Abstract:
In the 21st century, the rapid technological development in different innovations has not reduced the value of human capital. It is considered to be the most valuable capital of businesses and acts as a driving force of business activity. The perception of human capital should be essential since it has a real impact on the business's success. In human resources management, it is necessary to keep in mind one of the basic functions of management: motivation, planning, and organizing. The main goal of this article is to identify the critical determinants of motivation factors of the human resources capital in the retail sector. An adequately motivated employee is a key to achieving the company goals since employee motivation maintains customer satisfaction and loyalty. Based on the results, the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. In the case of generational differences, there is no difference in the degree of satisfaction with the salary. The employees expressed to be less satisfied with their workplace's communication and leadership style. They have no decision-making power at all. Besides, they do not really feel a sense of belonging somewhere. The members of Generation Z are less satisfied with job security than the representatives of older generations. Most of the retail employees do not find their work interesting or diverse. On the other hand, they think the pace of the work is too fast, but they are well prepared for the work they are doing. Based on the answers, most of the respondents disagree with the inappropriate style of feedback they receive from the managers. The members of Generation Z feel that they cannot adequately utilize their knowledge and skills at their workplaces. They get more criticism than praise than the representatives of older generations.read more
Citations
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Journal ArticleDOI
Impact of COVID-19 on the Environments of Professional Nursing Practice and Nurses’ Job Satisfaction
Olga Maria Pimenta Lopes Ribeiro,V. Coimbra,Soraia Pereira,Ana da Conceição Alves Faria,Paulo Teles,Carla Gomes da Rocha +5 more
TL;DR: In this paper , a correlational study was conducted in a hospital in northern Portugal, with the participation of 416 registered nurses, where data were collected in June 2021 through questionnaires, and the authors aimed to analyse the impact of COVID-19 on nursing practice environments and nurses' job satisfaction.
Journal ArticleDOI
Analyzing Determinants of Job Satisfaction Based on Two-Factor Theory
TL;DR: In this paper , the authors collected a vast amount of review data from one of the representative job portal sites in South Korea, Job Planet, and investigated factors that affect one's job satisfaction based on the two-factor theory.
Journal ArticleDOI
Employee motivation during the time of the crisis in agricultural and forestry organizations: Case study
TL;DR: In this paper , the authors defined the effect of the COVID-19 pandemic on employee motivation and found that a reduction in the level of the requirements in all areas of motivation in terms of age and gender is the result of the study.
Journal ArticleDOI
Invisible Erosion of Human Capital: The Impact of Emotional Blackmail and Emotional Intelligence on Nurses’ Job Satisfaction and Turnover Intention
TL;DR: In this paper , a cross-sectional design was used to collect data from a sample of 374 full-time nurses in Northern Taiwan, and the results revealed the direct relationships between emotional blackmail, job satisfaction, and turnover intentions.
Journal ArticleDOI
Job Satisfaction and Labor Fluctuation: A Case Study in the Logistics Sector in Serbia
TL;DR: In this paper , the impact of company size, primary business activity and employee position on labor loyalty and fluctuation were examined, based on data obtained from a web survey that included 270 respondents from different industrial sectors in the Serbian market.
References
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Journal ArticleDOI
Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes
TL;DR: In this article, the authors contribute to the sparse empirical literature on generational differences at work by examining the effect of generation on work attitudes (e.g., job satisfaction, job security, and turnover intentions) and how Millennials’ work attitudes differ from prior generations.
Journal ArticleDOI
Y and Z Generations at Workplaces
TL;DR: In this article, the authors carried out a quantitative research by questionnaires in order to reveal what the managing of these two generations mean for the managers and also what difficulties occur when the two generations cooperate with each other and with elder generations as well.
Journal ArticleDOI
How symmetrical employee communication leads to employee engagement and positive employee communication behaviors: The mediation of employee-organization relationships
Minjeong Kang,Minjung Sung +1 more
TL;DR: In this article, the authors examined how a company's symmetrical internal communication efforts could influence its employees' perception of relationship outcomes with the company and the subsequent employee communication behaviors about the company to others and their turnover intention.
Journal ArticleDOI
Employee Retention by Motivation
K. Sandhya,D. Pradeep Kumar +1 more
TL;DR: In this paper, different theories of motivation are discussed and the authors conclude that employee retention can be improved by motivating the employees in the following aspects: open communication, employee reward program, career development program, performance based bonus, Recreation facilities, Gifts at some occasions.
Journal ArticleDOI
Generational differences in work values, outcomes and person-organisation values fit
Lucy Cennamo,Dianne Gardner +1 more
TL;DR: In this paper, the authors investigate differences between three generational groups currently in the workforce (Baby Boomers, Generation X, and Generation Y), in work values, job satisfaction, affective organisational commitment and intentions to leave.