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Job satisfaction is indispensable in the daily life of the workforce, and the mechanism that drives job satisfaction requires the attention of the management of corporate organisations. The purpose of this paper is to investigate the predictors of work environment on job satisfaction among nurses in both federal and state tertiary hospitals in Lagos State.

The study used the longitudinal research design to elicit information from the respondents. The research instrument used is a nursing work index scale by Aiken and Patrician which has been established to have a high internal reliability coefficient. The simple random sampling strategy was used to administer the research instrument to 364 nurses. The study used hierarchical multiple regression to analyse the data obtained.

This study discovered that all the variables collectively determined nurses job satisfaction; however, the salary was the most fundamental essential predictor that drive nurses’ job satisfaction followed by advancement and promotion. All seven predictors, namely, socio-political climate; administrative and managerial support, autonomy and responsibility, salary, supervision and working condition, recognition and achievement, advancement and promotion, collectively exert positive relationship with nurses’ job satisfaction. The study concluded that to retain and prevent turnover intention among nurses, and other health-care workers, the management of hospitals must pay due attention to issues relating to job satisfaction, as this is likely to increase health-care system effectiveness, boost mental and social health of the nurses.

This study shows that job satisfaction in the workplace comes from diverse techniques, as other factors have been proven effective other than salary in international cultures and regions, but in Nigeria, salary and career promotion take pre-eminence above other factors. This is because of Nigerian socio-cultural realities and that is another paradigm shift.

This paper aims to investigate the internal factors of resources and capabilities of five born globals (BGs) from Estonia. It explores quantitatively the internal factors between a medium BG and four small BGs.

The study used a survey questionnaire in collecting information from the CEOs of BGs. The questionnaire consisted of 105 questions relevant to export sales related to differences in internal factors.

The firms’ size and industrial sector play a role in export sales due to differences in internal factors. Small BGs expect financially based rewards, non-financial rewards, the job satisfaction of sales representatives with the export manager, and with work in general, and the representatives’ job satisfaction is higher in the small BGs than in the medium BG. The sales representatives’ job performance, their work performance, sales presentations, technical knowledge, adaptiveness, teamwork, planning, support, the organisational capabilities for business identification, relationship-building and innovation are all higher in medium BGs than in small BGs. Eleven sub-constructs of the model were shown to be important for small BGs.

The current study is focused on BGs from Estonia, i.e. small BGs and medium BGs. The study contributes to the internal factors of resources and capabilities of BGs as well as to the literature review on BGs. It also provides a logical conceptual model, indicating that the export manager’s job satisfaction is the central construct influenced by antecedent factors and is related directly to the export sales performance of the BG.

The purpose of this study is to evaluate the effect of motivation on job satisfaction and organizational performance in the context of container shipping companies in Taiwan. Four motivation dimensions were identified based on an exploratory factor analysis, including remuneration, job achievement, job security and job environment. In addition, five job satisfaction dimensions were identified, namely: job policy, job autonomy, job workload, job performance and job status. Organizational performance dimensions included financial and non-financial performance.

Factor analysis was used to summarize a large number of motivation, job satisfaction and organizational performance attributes to identify the crucial factors. Reliability tests based on Cronbach’s alpha and corrected item-total correlation coefficients was used to test the internal consistency of questionnaire responses. ANOVA tests were subsequently used to test for differences in respondents’ perception of these factors according to selected demographics. Finally, a multiple regression model analysis was conducted to examine the relationships between motivation, job satisfaction and organizational performance.

Results indicated that remuneration and job performance had a positive effect on financial performance dimensions such as return on assets, turnover growth rate and profitability while job environment and job autonomy had a positive effect on non-financial performance dimensions, such as customer service, employee productivity and service quality.

This study has drawn attention to the importance of the relationships between motivation, job satisfaction and organizational performance in the container shipping context. The findings have significant implications for researchers and shipping practitioners. Despite the existence of research on the inter-relationships between motivation, job satisfaction and organizational performance in other disciplines, no empirical study was discussed in previous shipping or transportation-related research.

This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship.

Data was collected through a survey conducted on 209 international employees from multiple occupations.

A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high.

As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals.

Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.

Involving employees in making management decisions is a powerful way to enhance organizational performance. However, employee involvement (EI) might exacerbate psychosocial stress at work. This paper aims to investigate this issue, illuminating the implications of EI on work-related stress.

Secondary data were collected from the third wave of the European Survey of Enterprises on New and Emerging Risks. A conditional process analysis based on ordinary least square regression and bootstrap sampling was accomplished to obtain evidence of the implications of EI on psychosocial risks (PSR) at work, taking into consideration the mediating role of organizational health promotion initiatives (HPI).

EI increased the sources of psychosocial stress at work, adding to individual job demands. Involving employees was positively related to a greater organizational concern for HPI, which, in turn, lessened psychosocial strain.

Although it contributes to organizational performance, EI propels work-related stress, which undermines individual and collective wellbeing. Involvement practices should be coupled with tailored HPI to address the PSR at work triggered by involvement, empowering people to cope with strain.

Scientific literature emphasizes the positive implications of EI on organizational performance, but little is known about its side effects on work-related stress. The paper provides original insights into this topic, arguing that HPI are necessitated to address the drawback of involvement on work-related stress.

This study explores whether expatriation type (assigned expatriates (AEs) versus self-initiated expatriates (SIEs)) is linked to job exhaustion via possible differences in required efforts for their jobs and the rewards they gain from them, and/or the balance between efforts and rewards. Adopting effort–reward imbalance (ERI) and job demands/resources (JD-R) theories, the authors study the possible role of ERI as a mediator between expatriation type and job exhaustion.

An online survey was carried out in co-operation with two Finnish trade unions, providing representative data from 484 assigned and SIEs. The authors test this study’s hypotheses through latent structural equation modelling, and the analysis was conducted with Stata 17.0 software.

The results show that ERI between them are correlated with the job exhaustion of expatriates in general and there are no direct links between expatriation type and job exhaustion. The required effort from AEs was higher than that from SIEs though no difference was found for rewards, and the match between effort demands and rewards is less favourable for AEs than SIEs. AEs experienced higher job exhaustion than SIEs because of the higher effort demands and greater imbalance between efforts and rewards.

The study examines the work well-being of two types of expatriates and explores the underlying mechanisms that may explain why they may differ from each other.

Proactive firms recognize that environmental and social issues are sources of competitive advantages, but whatever the motivation, organizations face challenges when implementing sustainable practices. For small and medium-sized enterprises (SMEs), sustainable practices have stemmed from multinational corporations (MNC), but SMEs cannot adopt sustainable practices from the knowledge and experiences of large corporations because the two entities differ critically. This study introduces an integrated model of employee adoption of sustainable practices in SMEs. It is based on five behaviors to select practical areas to which SMEs can make internal changes to achieve sustainable practices and the benefits gained from them. The theory of planned behavior is used to extend employee adoption of sustainable practices to SMEs.

A review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.

This study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.

The results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.

Strengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.

Companies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.