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This study aims to determine the effect of mediation on quality of work life (QWL) and job satisfaction in the relationship between spiritual leadership and employee performance conducted on nursing staff of private hospitals in North Sulawesi.

This study focuses on a private hospital in North Sulawesi. The population in this study is all nurses working in three hospitals which became the object of study totaling 292 people. Analysis of structural equation modeling (SEM) is used to test the hypotheses. In this study, the data used are primary data collected by distributing questionnaires. Data were analyzed using qualitative descriptive methods and, the researcher presented data by describing sorted or organized data and documents obtained and scientifically stated.

First, spiritual leadership does not directly affect employee performance. Second, quality of worklife as a mediating variable in the relationship between spiritual leadership to employee performance. Given the marked positive coefficient indicates that the higher the spiritual leadership will cause the higher the employee performance if mediated quality of worklife is also higher. Because the direct effect of spiritual leadership to employee performance is insignificant (with positive coefficient), indicate that quality of Worklife as pure moderator, means that spiritual leadership has a relationship to employee performance, only if the employee has the quality of worklife. Third, quality of Worklife as a mediating variable in the relationship between spiritual leadership to employee performance. Given the marked positive coefficient indicates that the higher the spiritual leadership will cause the higher the employee performance if mediated job satisfaction is also higher. Because the direct effect of spiritual leadership to employee performance is insignificant (with positive coefficient), indicate that quality of worklife as pure moderator means that the spiritual leadership has a relationship to employee performance, only if the employee has the quality of worklife.

The data in this study is still limited to nurses who work in hospitals based on religious foundations and is limited to one city only Manado City North Sulawesi province in Indonesia.

The implications of the results of this study for the development of science are significant by contributing to the discipline of organizational behavior, human resource management and leadership. For people in particular who need health services, the results of this study provide references in choosing organizations engaged in health services whose standards of service have spiritual leadership values. And the implications of the results of this study have consistency with the findings in this study, that the performance of nurses can be influenced by spiritual leadership from the quality of work-life that includes: opportunities to grow, participate in decision-making, have a sense of pride in work, and conditions of work environment Perceived and experienced by nurses getting better and more positive. Likewise, if the nurse's job satisfaction increases because of the well-paying salary, promotion, work team, supervisor and job it will contribute to the improved performance of the nurse.

Originality for this paper shows mediation effect of quality of worklife and job satisfaction in relationship between spiritual leadership toward employee performance; no previous study has studied comprehensively the mediation effect of quality of worklife and job satisfaction in relationship between spiritual leadership toward employee performance. This research is a case study on nursing staff of private hospital in North Sulawesi, Indonesia.

This chapter evaluates a model of the organizational context of burnout with direct reference to a new measure, the Areas of Worklife Scale (AWS). The model proposes a structured framework for considering six areas of worklife – workload, control, reward, community, fairness, and values – that have resonated through the literature on burnout over the previous two decades. The chapter presents extensive data on the AWS, testing a model of the six areas’ interrelationships as well as their overall relationship to the three aspects of burnout. The results of these analyses are discussed in reference to the psychometric qualities of the measure and the implications of a structured approach to work environments for future development of research on burnout. Implications for developing workplace interventions are also considered.

Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.

The mass exodus of the professional healthcare workforce has become a cankerworm for a developing nation like Nigeria, and this worsens the already depleted healthcare systems in underdeveloped nation. This study investigated the rationale behind medical workers' brain-drain syndrome and the quality healthcare delivery in the Nigerian public healthcare sector.

To stimulate an understanding of the effect of the phenomenon called brain drain, the study adopted a diagnostic research design to survey the public healthcare personnel in government hospitals. The study administered a battery of adapted research scales of different measures to confirm the variables of interest of this study on a probability sampling strategy. The study surveyed 450 public healthcare sector employees from four government hospitals to gather pertinent data. The study used a structural equation model (SEM) and artificial neural networks (ANNs) to analyse the collected data from the medical personnel of government hospitals.

The findings of this study are significant as postulated. The study discovered that poor quality worklife experienced by Nigerian medical personnel was attributed to the brain-drain effect and poor healthcare delivery. The study further demonstrated that job dissatisfaction suffered among the public healthcare workforce forced the workforce to migrate to the international labour market, and this same factor is a reason for poor healthcare delivery. Lastly, the study discovered that inadequate remuneration and pay discouraged Nigerian professionals and allied healthcare workers from being productive and ultimately pushed them to the global market.

Practically, this study has shown three major elements that caused the mass movement of Nigerian healthcare personnel to other countries of the world and that seems novel given the peculiarity of the Nigerian labour market. The study is original and novel as much study has not been put forward in the public healthcare sector in Nigeria concerning this phenomenon.

Literature and research have substantiated a noticeable trend in the recognition of the important role the assistant principal plays in schools. Despite this awareness, the knowledge base remains inadequate to meet the needs in understanding this vital role in educational administration. Given this void, this article reviews literature on multiple dimensions of the worklives of assistant principals and analyzes survey data from 125 assistant principals in Maine to ascertain how assistant principals allocate their time, at what roles and activities they feel successful, and the relationship between perceived success and quality of worklife ratings. The findings highlight the importance of understanding functions of the role and adequate teaching experience before assuming the role. They also raise concerns about the minimal amount of time assistant principals allocate to instructional leadership and professional development, and the extent to which serving as an assistant principal prepares one for the principalship.

The purpose of this study is to explore the human resource development (HRD) implications of perceived higher education (HEd) leadership effectiveness on academics’ quality of worklife (QWL) in the context of COVID-19. Drawing on conservation of resource theory, this study explains the mediating role of resource adequacy (RA); then this study investigates the moderating role of COVID-19-related risk perception (CRP) on the relationship between university leadership (UL) and both academics’ turnover intention (TI) and academics’ QWL.

This study used a quantitative research exploiting the pandemic experiences and perceptions survey, PEPS, to collect data from 300 academic staff in private and public HEd institutions in Lebanon. The analyses include the test of the mediating effect of RA as well as the moderated mediation effect of CRP through regressions, PROCESS and bootstrapping.

The findings suggest that by enhancing RA, effective UL positively influences the QWL and mitigate the TI in Lebanese HEd. Furthermore, this study found that CRP weakens the direct relationship of UL on RA and the indirect effect of UL on the QWL and TI via RA such that the relationships are weakened when COVID-19 risk perception was high rather than low.

The results imply that HEd HRD professionals could think of effective human resource interventions of how to maintain good working environment where academics are facilitated to acquire high level of resources which lead to improving their QWL and mitigating the negative outcome (TIs).

To the best of the authors’ knowledge, no research has been made to investigate the moderated mediation model of the “pandemic experience and leadership perceptions” (PEPS) in the HEd sector in Lebanon, addressing academics’ experiences in business schools. This study is unique because it was conducted during the utmost pandemic outbreak (mid academic year 2021) collecting data in real time. This research contributes to the HRD literature by showing empirical evidence of the relationships in the context of Lebanese HEd institutions.

The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance.

The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis.

The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance.

Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance.

To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result.

Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.

Regardless of changes in an organization′s environment, its mission, structure or culture, employee satisfaction and quality of worklife remain significant concerns for most organizational change and development efforts. While morale and motivation are not often the impetus for such change programmes, they are almost always tied inextricably to the problems that have manifested themselves. One of the most effective tools a practitioner has for understanding and diagnosing the issues involved, as well as for highlighting key levers for change, is the organizational survey. Describes an applied example of how survey feedback was used in conjunction with an organizational change effort in an international pharmaceuticals company to explore the relationships between managerial and work‐group member behaviours and employee outcomes (e.g. feelings of satisfaction, contribution and team spirit). After an overview of the consulting project leading up to the diagnosis, presents and highlights key findings of a survey of 1,428 employees. Discusses the results in terms both of the implications of these data for the organization involved in the consulting engagement and of the utility of survey‐based feedback and modelling techniques as tools for organizational development and change practitioners.

The purpose of this study is to examine the effects of managers’ authentic leadership, person–job match in the six areas of worklife (AWLs) and emotional exhaustion on long-term care registered nurses’ job satisfaction.

A secondary analysis of baseline data from a national survey of 1,410 Canadian registered nurses from various work settings was used in this study, which yielded a subsample of 78 nurses working in direct care roles in long-term care settings. Hayes’ PROCESS macro for mediation analysis in SPSS was used to test the hypothesized model.

Findings showed that authentic leadership significantly predicted job satisfaction directly and indirectly through AWLs and emotional exhaustion.

Authentic leadership may provide guidance to long-term care managers about promoting nurses’ job satisfaction, which is essential to recruiting and retaining nurses to meet the care needs of an aging population.

As demand for care of the aged is increasing and creating challenges to ensuring a sufficient and sustainable nursing workforce, it is important to understand factors that promote long-term care nurses’ job satisfaction. Findings contribute to knowledge of long-term care nurses by suggesting that managers’ authentic leadership can positively affect nurses’ job satisfaction directly and indirectly through positive perceptions of AWLs and lower emotional exhaustion.

Examines new developments in work group design. Autonomous work groups, also called self‐regulated work groups or self‐managing work teams, have been described as originating primarily from socio‐technical work design. The concept of autonomous work groups has also been described as a more comprehensive application of the methods employed in quality circles. Both of these examples will be shown to be inaccurate descriptions of a truly self‐managed work team. Instead, through the implementation and application of self‐managed work teams, a combination of socio‐technical design is utilized with a concept that goes far beyond that of quality circles‐empowerment. Empowerment is the idea that employees and groups can achieve higher levels of productivity, quality, and team member satisfaction through delegation of more task‐related decisions to the team. However, there are considerations in the implementation of autonomous work groups. These include development of trust, appropriate status and reward systems, senior management support, and the effective management of change. Focuses on the changes and processes that are integral parts of the successful implementation of empowerment.