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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

This study aims to use Herzberg’s two-factor theory and attempted to discover, which motivational factors are the best predictors of senior employees’ job satisfaction and dissatisfaction and turnover intentions. The study also verified the two-factor theory’s validity.

This study used a Web-based, self-administered survey method with measurements developed specifically for this study. Structural equation modeling using confirmatory factor analysis was conducted to test the hypotheses.

The two factors that had significantly positive effects on job satisfaction were recognition and the work itself. Interestingly, achievement had a significantly negative effect on job satisfaction. The four hygiene factors that had a significantly negative effect on job dissatisfaction were technical supervision, personal life, status and job security. Job satisfaction had a significantly negative effect on turnover intention, while job dissatisfaction had a significantly positive effect on the variable, which supported Herzberg’s theory.

Although quantitative research is the most useful research tool and is used most widely, the method can provide only limited information, while qualitative research might provide further information that would allow us to understand the relation between motivation, job satisfaction and turnover intentions better from different perspectives. Future research using Herzberg’s interview method would be helpful to obtain more detailed information regarding these factors.

This study is one of the first to use both job satisfaction and dissatisfaction separately to explore the relations among senior citizen employees’ motivators, hygiene factors, job satisfaction and dissatisfaction and turnover intentions in the hospitality industry, as most previous studies have used job satisfaction alone. This study’s empirical findings of the validity of Herzberg’s two-factor theory in this context prove that the theory remains applicable in a new environment six decades after its original development.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This study aims to reveal the constituents of seafaring service quality (physical and social environment) and their effects on seafarer employee satisfaction (job satisfaction and turnover intention) and analyse any differences among seafarer ranks. Literature on service quality has overlooked the transportation sector and seafaring in particular.

Seafaring service quality is measured by the workplace environment constituted of physical and social environments. Two types of employee (job) satisfaction were explored: overall job satisfaction and turnover intention. This study is based on a unique, large survey based on the Existence-Relatedness-Growth (ERG) needs theory. An exploratory factor analysis revealed four physical environment factors (Ship conditions, Communication facilities, Nautical health and Living conditions) and four social environment factors (Social fit, Team cohesion, Ship company support and Intercultural environment). Multi-group regression analysis assessed the effects of seafaring service quality on employee satisfaction.

The social environment has stronger effects than the physical environment on job satisfaction but not on employee retention. Team cohesion has strong effects on employee retention, while social fit has stronger effects on overall job performance. Seafarer ranks showed significant variations. The physical environment matters for 2nd engineers' and cadets’ job satisfaction but not for ratings, masters and chief officers. Team cohesion is significant to master, chief officer, engineer and cadet ranks but not for junior officers and ratings. Social fit has stronger effects on overall job performance than employee retention, particularly for ratings, cadets, master, chief officer and chief engineer ranks. Ship company support has the stronger effect on overall job satisfaction among all workplace factors; this is also observed across all ranks.

Motivation theories like the ERG theory can help understand service quality and employee satisfaction in the maritime sector; future studies should examine more behaviour variables/constructs from these theories.

Maritime companies can offer better services to seafarers, who are considered as key workers, by customising their interventions to specific seafarer ranks and developing a supportive culture that improves seafarer well-being.

This study examined the overlooked topic of maritime service quality based on a large-scale survey grounded on ERG theory and reveals how the physical and social environment has different effects on seafarer job satisfaction and retention.

Herzberg’s two‐factor theory of motivation is widely known in management circles. However, it has been criticized regarding its validity in different work settings. Construction is an industry with unique characteristics which may have special effects on employee motivation. This study tests the two‐factor theory on Thai construction engineers and foremen following Herzberg’s interviewing procedure and compares the results to Herzberg’s. Responsibility, advancement, possibility of growth, and supervision contribute to job satisfaction, while working conditions, job security, safety on site, and relationships with other organizations contribute to job dissatisfaction. Recognition, work itself, company’s policy and administration, interpersonal relations, personal life, and status contribute to both satisfaction and dissatisfaction. Achievement contributes to satisfaction for engineers but contributes to both satisfaction and dissatisfaction for foremen. It is concluded that Herzberg’s theory is not entirely applicable in the Thai construction setting. Some factors should receive attention if construction employees are to be motivated effectively.

The movement of workers to act in a desired manner has always consumed the thoughts of managers. In many ways, this goal has been reached through incentive programs, corporate pep talks, and other types of conditional administrative policy, However, as the workers adjust their behaviour in response to one of the aforementioned stimuli, is job satisfaction actualized? The instilling of satisfaction within workers is a crucial task of management. Satisfaction creates confidence, loyalty and ultimately improved quality in the output of the employed. Satisfaction, though, is not the simple result of an incentive program. Employees will most likely not take any more pride in their work even if they win the weekend getaway for having the highest sales. This paper reviews the literature of motivational theorists and draws from their approaches to job satisfaction and the role of motivation within job satisfaction. The theories of Frederick Herzberg and Edwin Locke are presented chronologically to show how Locke’s theory was a response to Herzberg’s theory. By understanding these theories, managers can focus on strategies of creating job satisfaction. This is followed by a brief examination of Kenneth Blanchard and Paul Hersey’s theory on leadership within management and how this art is changing through time.

International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with consistently high service quality in order to satisfy them. The employees of the international tourist hotels are the most important links in the service delivery chain because they are in direct contact with their customers. Because employee morale affects customer satisfaction the managers of the international tourist hotels need to cultivate good relations with their internal staff. Prior research identifies many factors affecting the satisfaction of employees. While relevant literature extensively investigates job satisfaction and leadership behavior, studies of these variables in the tourism service, particularly in hotel management, are almost absent. This research concerns the correlation between the style of managerial leadership and employee's job satisfaction in the international tourist hotel industry. After literature reviewing, empirical model and hypotheses are established. The study employs the questionnaires to conduct an investigation for employees in international tourist hotels so as to collect information. This research surveys 500 employees in international tourist hotels by questionnaire. A total of 300 questionnaires were returned (73 percent). Through correlation analysis, this research discovers that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority. The findings in this research expand the knowledge of human resource management and provide some practical suggestions to managers. The study provides a mechanism by which hoteliers can obtain feedback from employees about leadership styles. Such feedback can then serve as the basis for further development of leadership theory across disciplines. This study provides a guide to the preparation of supervisor in the hotel industry as effective leaders for the dynamic environment of the future. This study also provides a basis for informing developers of leadership training programs that can lead to improved hospitality academic leadership.