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This paper argues that teachers’ promotion should also have an impact on turnover intention. The purpose of this paper is to determine the relationship between promotion and turnover intention of advance learning institutions of the Khyber Pakhtoon Khwa Province of Pakistan and the moderating effect of the analytical cognitive style.

A quantitative approach is used predominantly. A questionnaire survey research design is used to collect the data from the entire province and 502 completed questionnaires were collected from the respondents. The questionnaire included the Job Descriptive Index consisting of seven items on job satisfaction, the turnover intention questionnaire consisting of three items and a five-point Likert scale used to determine cognitive style index (CSI); the CSI was used. The fourth section included an open-ended questionnaire and the fifth section included demographic variables. Hierarchical multiple regressions were used to check how much variance promotion occurs upon turnover intention and it also determined how much variance analysis cognitive style occurs upon promotion and turnover intention of advance learning institutions of the KPK province of Pakistan. The correlation results from a bivariate Pearson correlation showed significant results, which were later strengthened by the regression results.

The findings suggested that a negative relationship was found between promotion and turnover intention, whereas a weak correlation was found between promotion and analytical. Moderating results show that analytical cognitive style does act as a moderator between the promotion and turnover intention.

This research was only carried out on advance learning institutions; thus, the findings can only be generalized to higher education institutions in the Khyber Pakhtoon Khwa state.

This extended model of job satisfaction will be useful to lead to changes in job satisfaction and turnover intention of academicians of the Khyber Pakhtoon Khwa province of Pakistan. The findings of this study could be used to guide the management of advance learning institutions and professional academicians to build targeted learning activities around key components of the academician’s promotion, determine where individuals are in their journey, set personalized goals and provide feedback to the management in the process of the development of policies for academicians of advance learning institutions.

The findings of this study will help the higher education commission of Pakistan to make policies that will enable higher education institutions to formulate flexible promotion policies for teachers in order to retain them.

The findings of this study are a valuable extension of the relevant research as this is the first empirical study to examine the effects of cognitive style on promotion policies and turnover intention in advance learning institutions of Pakistan. In the context of an efficient and effective educational policy, a greater understanding of an academician’s promotion could facilitate the development of a more effective policy practice that would increase not only the job satisfaction of the academicians but decrease the turnover intention of the academicians.

Drawing on job crafting theory and the social cognitive theory of work satisfaction, the purpose of this study is to examine the impacts of task, relational and cognitive crafting on job satisfaction and how occupational self-efficacy (OSE) and hierarchical organizational culture affect the execution and outcome of job crafting behaviors.

Data were collected at four time points among Chinese media professionals (N = 198) during three consecutive months. Regression analysis and the bootstrap method were used for hypothesis testing.

Only cognitive crafting was found to mediate the positive relationship between OSE and job satisfaction. In a hierarchical organizational culture, the positive effects of OSE on task, relational and cognitive crafting became stronger, while the effect of task crafting on job satisfaction became negative. The authors also identified a conditional negative effect of OSE on job satisfaction via task crafting. The mediating effect of cognitive crafting was consistent despite the levels of hierarchical culture.

To retain new hires, organizations should look for efficacious individuals and encourage the individuals to cognitively craft individuals' jobs, especially in a hierarchical culture. Moreover, job crafting interventions should be carefully designed in this type of culture.

This research identifies the three dimensions of job crafting as mediators that link OSE to job satisfaction and reveals the role of hierarchical culture in moderating these relationships.

The purpose of this study is to examine the effects of hospitality employees’ emotional intelligence (EI) on their stress-coping styles and job satisfaction.

The sample consisted of 366 food and beverage employees in the Korean hospitality industry. The validity and reliability of the respondents’ replies regarding EI, stress-coping styles and job satisfaction were tested through exploratory factor analysis, reliability analysis and confirmatory factor analysis. Once the measure was validated, a structural equation model was used to test the validity of the proposed model and hypotheses.

The results showed that the elements of EI (i.e. self-emotion appraisal [SEA], use of emotion [UOE], regulation of emotion [ROE] and others’ emotion appraisal [OEA]) had a significant, positive effect on the cognitive-appraisal coping style, whereas only SEA and UOE had a significant, positive effect on the problem-solving coping style. Meanwhile, SEA had a significant, negative effect on the emotion-focused coping style. In addition, employees’ problem-solving and cognitive-appraisal stress-coping styles showed a significant, positive effect on their job satisfaction. Employees’ UOE and ROE demonstrated a significant, positive effect on job satisfaction.

The generalizability and, therefore, implications are limited to the Korean hotels and family restaurants. Future research needs to closely examine models and variables which may become the causes of individual traits, relationship traits and leadership.

Strategies to cope with stress and job satisfaction used by family restaurant employees showed more sensitive effects of control than hotel employees did in the organic causal relationships between EI and strategies to cope with stress/job satisfaction. The results of this study, which indicate that hospitality companies can increase employees’ job satisfaction by enhancing their employees’ EI, suggest detailed and practical alternatives to human resource management, as employees with higher degrees of EI can bring positive outcomes to both organizations and employees. Hospitality employees’ EI is significant in terms of organizational performance.

The purpose of this paper is to propose a new unbiased, reliable, exact, and systematic method of job satisfaction score estimation. The method considers affective and cognitive aspects simultaneously.

A questionnaire survey following the optimum allocation stratified sampling method was conducted in four up‐scale hotels of Tehran. Hotels' employees completed the questionnaires. Principal component analysis was used to identify facets, and the Friedman test was applied to examine their homogeneity. The Wilcoxon sign rank test and Pearson product‐moment correlation coefficients were employed to determine the most effective method among those investigated.

The weighted abridged job descriptive index (WAJDI) proposed in the study as a modified version of the job descriptive index seems to overcome the main limitations of the abridged job descriptive index (AJDI) and the perceived job satisfaction (PJS) methods when measuring job satisfaction in the hospitality sector.

This paper encourages researchers to consider different methods to assess job satisfaction along with WAJDI. However, although a stratified sampling approach was used, it focused on a limited sociocultural and economic environment, which limits the generalizability of findings. WAJDI must be used in different conditions to prove its efficiency in measuring job satisfaction.

This study assesses and compares the power of the AJDI method, which is a cognitive‐based structure, with PJS as a global, single‐item scale to capture the affective aspects of job satisfaction. By introducing a new method of job satisfaction evaluation, this study contributes to the literature.

This study aims to examine distinct influences of two dimension job stress on job satisfaction and the moderating effects of guanxi-oriented attitude on the relationship between job stress and job satisfaction under cognitive appraisal theory and transactional theory.

In this study, surveys are conducted among state-owned younger bank employees. The author uses the scale of job challenge stress and hindrance stress developed among Chinese younger bank employees to measure the two dimension job stress. After demonstrating guanxi-relative concepts, the moderating effects of guanxi-oriented attitude are examined in this study.

The results demonstrate that guanxi-oriented attitude does not significantly moderate the influence of challenge stress on job satisfaction, while it significantly moderates the noxious influence of hindrance stress on job satisfaction. Theoretical contributions are also discussed.

First, this study suggests specific procedures to conduct hierarchical regression analysis and confirms the effects by parameters. It also proposes and summarizes specific procedures on how to calculate regression equations and draw regression lines to check the interaction received from the hierarchical regression analysis visually. Second, based on cognitive appraisal theory, guanxi-oriented attitude, a Chinese indigenous cognitive concept, was verified in this study. According to the importance of guanxi in Chinese society, the paper shows that employees who value guanxi more will buffer the noxious effects of job stress. Trainings and counseling should be designed to regulate the normal guanxi-oriented-related cognition.

This paper examines the impact of occupational stress on public accountants' job performance. The responses of 354 junior‐level public accountants to a survey questionnaire were analyzed using structural equation modeling. The structural model comprises measures of occupational stress, job satisfaction, organizational commitment and job performance. The results indicate that the emotional reaction of occupational stress has a negative and direct effect on public accountants' levels of organizational commitment and job satisfaction. The cognitive role of occupational stress has a direct impact on job performance. There is an indirect effect of the emotional reaction and cognitive role of occupational stress on public accountants' job performance through organizational commitment and job satisfaction.

Frontline employees (FLEs) are a key source of competitive advantage for organizations and have a significant impact on the quality of customer–firm interactions. This study aims to use the stimulus-organism-response (S-O-R) model as a theoretical lens to examine whether internal communication (IC) (stimulus) evokes FLEs’ organizational identification (emotional) and job satisfaction (cognitive), and whether these in turn shape FLE customer-oriented behavior (response). The study also tested whether these mediated relationships are moderated by perceived communication formalization.

The hypothesized mediated and moderated effects were tested using data collected from a cross-sectional survey of 293 full-time salespeople working for a large general insurance company.

Both organizational identification and job satisfaction simultaneously mediate the relationship between IC and customer-oriented behavior. Perceived communication formalization was found to weaken the mediated relationship between IC and customer-oriented behavior, but only when this is via job satisfaction.

This study has shown that where IC is positively viewed by FLEs, it can be leveraged as a key driver by organizations to evoke simultaneous positive emotional and cognitive reactions, leading to increased customer-oriented behavior.

This study informs both theory and practice related to effective IC among customer-contact FLEs.

The study shows how IC can simultaneously produce two simultaneous emotional and cognitive reactions leading to FLE customer-oriented behavior and how these mediated relationships can be moderated by perceived communication formalization. The study used the S-O-R model as the theoretical lens to test these relationships.

This paper aims to examine the moderating effects of job alternatives and policy support on the relationship between job satisfaction and turnover intention.

A questionnaire survey was conducted in China. The study sample consisted of employees from organizations of different sizes, ownerships and industry types. Finally, 462 valid questionnaires were obtained.

Cognitive job satisfaction has a stronger negative effect on turnover than affective job satisfaction, and both effects depend on the factors related to ease of movement. Cognitive job satisfaction is more effective when job alternative is low and policy support is high, whereas affective job satisfaction leads to lesser turnover when job alternative is high and policy support is low.

First, the demography of the respondents may have limited the generalizability of our findings. Second, this study has the limitation common to all cross-sectional studies. Third, this study focuses on turnover intention of employees rather than actual turnover rates. Finally, although the authors have identified specific factors related to ease of movement as the moderators by drawing upon the organizational equilibrium theory and current HRM literature, there may be other moderators that can affect the relationship between job satisfaction and turnover.

HRM managers should apply organizational HRM to the local institutional environment, especially to the human resource policies of local governments, which vary significantly across regions in China.

HRM managers should be very cautious to approach career development task in China, especially when they have an attitude of whatever works in mature economies will surely work in organizations in Chinese society.

The findings extend previous career development literature that assumes unconditional effects of job satisfaction on turnover intention. With the objective of exploring the effects of conditional factors, the current study explores the special role of job alternatives and policy support in the job satisfaction – turnover relationship in the context of China. Additionally, the findings provide support for the application of organizational equilibrium theory in the context of China.

This study developed and tested a moderated mediation model on workplace diversity management. The analysis examined whether diversity management affects job satisfaction via perceived discrimination, depending on employees' openness to experience.

Building upon the assumptions of social identity theory, social cognitive theory and Big-Five theory, this study proposed and tested a model that analyzes the process through which diversity management influences perceived visible diversity discrimination and job satisfaction, depending on employees' openness to experience.

This study found support for the proposed moderated mediation model, which suggests that diversity management interacts with employees' openness to experience personality to influence their job satisfaction through perceived visible diversity discrimination. The results indicated that diversity management increased employees' job satisfaction in the workplace and that the relationship between diversity management and job satisfaction was further mediated by employees' perceptions of being discriminated against because of their age, gender and racial identities. The effect of diversity management on job satisfaction through perceived visible diversity discrimination was stronger when employees had high levels of openness to experience.

The results of the study suggest that the diversity management is an important organizational intervention to improve job satisfaction by providing a scientific explanation of its underlying psychological process and identifying the factors associated with the process, such as personality and perception of being discriminated.

This study contributes to extend the diversity management literature by applying the assumptions of social identity theory, social cognitive theory and Big-Five theory together to identify the relationship between diversity management and job satisfaction and the effect of perceived discrimination and openness to experience in the relationship.

The purpose of this paper is to detect the association between qualitative job insecurity and well-being related outcomes and to determine the extent to which cognitive appraisals of job insecurity moderate this association. According to appraisal theory, it is anticipated a hindrance appraisal of job insecurity to amplify and a challenge appraisal of job insecurity to buffer this association.

To test the hypotheses, 250 healthcare employees from different departments of an Iranian large public hospital were recruited. Participants responded to scales on qualitative job insecurity, cognitive appraisals, job satisfaction, emotional exhaustion, absenteeism and presenteeism.

Results showed that qualitative job insecurity negatively influenced both psychological and behavioral well-being; however, this influence was greater for psychological well-being than for behavioral well-being. Besides, the moderation tests showed that only the hindrance appraisals of job insecurity amplified the link between job insecurity and psychological outcomes.

This study sampled employees from a public hospital and did not include employees from private hospitals. This may limit the generalizability of the findings. Also, due to using a cross-sectional research design we encourage future studies to replicate the same findings using other different research designs.

The findings aid occupational health psychologists to design particular interventions for protecting those aspects of employee’s well-being that are more vulnerable when qualitative job insecurity is chronically perceived.

Together, these findings suggest that the hindrance appraisals of qualitative job insecurity are more likely to moderate the link between job insecurity and well-being outcomes.