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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.

This paper aims to examine empirical support for 18 hypotheses specifying relationship between leader spiritual behaviours towards subordinates and subordinate work attitudes of job satisfaction, job involvement and affective commitment. It also does concept specification, scale development and a preliminary scale validation for leader spiritual behaviours towards subordinates.

Using a survey design, this study assesses support for 18 hypothesized relationships between leader spiritual behaviours towards subordinates and three forms of subordinate work attitudes and also provides preliminary evidence on the construct validity of the new leader spiritual behaviours towards subordinates scale.

The results are mostly supportive of the hypotheses and also demonstrate the validity of leader spiritual behaviours towards subordinates scale in terms of an interpretable factor structure, high reliability level and convergent and discriminant validity.

The study provides a scale for leader spiritual behaviours towards subordinates. It also outlines meaningful directions for future research.

The positive relationship of leader spiritual behaviours towards subordinates with three work attitudes in this study and already established relationship between these work attitudes and employee performance suggest that managers’ practice of leader spiritual behaviours towards subordinates can potentially enhance employee performance.

The study results suggest that leader spiritual behaviours can enhance positive employee work attitudes and potentially employee performance, and thus can make organizations both spiritual and productive.

This is, to the best of the author’s knowledge, the first study to formally specify the concept and components of leader spiritual behaviours towards subordinates and to demonstrate its positive relationship with three forms of subordinate work attitudes.

Interrelationships among some common factors of human resource (HR) management and quality management are still unexplored. Changes in work patterns due to the Covid-19 pandemic have aroused interest in some of these factors, such as working-hours, work pressure, work–life balance practices, job satisfaction. The purpose of this study is to explore the interrelationships among such factors. Specifically, the influence of work hours, work pressure, job rotation and work–life balance on job satisfaction is evaluated both directly and under the mediating influence of working conditions.

A questionnaire-based survey was conducted in Indonesia among diversified organisations. A total of 432 responses were gathered, and they were examined using hypothesis testing and partial least square based structural equation modelling.

The study confirms the statistically proven impact of work pressure, job rotations and work–life-balance practices on working conditions. Job rotations, work–life balance practices and working conditions directly influenced job satisfaction. Work pressure did not influence job satisfaction directly, but it significantly influenced working conditions, which eventually affected job satisfaction. Working hours neither affected working conditions nor job satisfaction in a significant manner.

Covid-19 necessitated working from home, which is a peculiar work–life balance situation. The findings are helpful for organisations in planning strategies related to work–life-balance, working hours, multi-skilling, working conditions and other quality of work life factors in both regular working conditions and under Covid-19 conditions.

The proven influence of work pressure and work–life-balance practices may result in the formation of informal organisations, social groups and increased social networking. As working hours are not diagnosed as an influencing factor for job satisfaction, organisations may think about increasing them, affecting the social fabric of the working community.

Previously unexplored interrelationships among various quality of work life factors are established. Under Covid-19 circumstances, factors such as working hours, work–life-balance and work pressure are investigated in a novel manner. The factors and their interrelationships are important to both quality management professionals and HR professionals.

Although service researchers have long suggested that customer mistreatment adversely impacts service employees' outcomes, statistical integration of current empirical findings has been lacking. This meta-analysis aims to review and statistically synthesize the state of research on the relationship between customer mistreatment and service employees' affective, attitudinal and behavioral outcomes.

The authors included 221 effect sizes of 135 independent samples from 119 primary studies (N = 47,964). The authors used a meta-analytic approach to quantitatively review the relationship between customer mistreatment and service employees' affective, attitudinal and behavioral outcomes. Meta-analysis structural equation modeling was used to explore the mediation mechanism of service employees' affective outcomes on the relationships between customer mistreatment and employees' attitudinal and behavioral outcomes. Meta-regression was applied to explore the impact of contextual-level moderators (i.e. service provider type and service delivery mode) on these relationships. Furthermore, we compared the effects of customer mistreatment with the effects of other organizational-related factors on some commonly measured employee outcomes.

The results show that customer mistreatment has a significant negative impact on service employees' affective outcomes (i.e. negative emotions), attitudinal outcomes (i.e. job satisfaction, organizational commitment, work engagement and turnover intention) and behavioral outcomes (i.e. job performance, surface acting and emotional labor). Additionally, service employees' negative emotions mediate the association between customer mistreatment and employees' job satisfaction, turnover intention, surface acting and emotional labor. Furthermore, the relationships between customer mistreatment and service employees' negative emotions and job performance are influenced by a contextual-level moderator (i.e. service delivery mode).

The authors contribute to the literature by providing robust meta-analytic estimates of the effects of customer mistreatment on a variety of service employees' affective, attitudinal and behavioral outcomes, as well as the different magnitudes of the effect sizes between customer mistreatment and other job-related and personality-related factors by quantifying the true variability of the effect sizes. The authors draw on current theories underpinning customer mistreatment to test a theoretical model of the mediation mechanism of service employees' affective outcomes (i.e. service employees' negative emotions) on the relationships between customer mistreatment and employees' attitudinal and behavioral outcomes. The authors explore the effects of two contextual-level factors (i.e. service provider types and service delivery mode) related to the service delivery context that may account for the variability of effect sizes across empirical studies.

This study aims to examine the relationship between internal and external factors and job satisfaction, and between job satisfaction and auditors’ performance.

This research used deductive approach. Data was gathered from 83 auditors in the Saudi Organisation for Certified Public Accountants (SOCPA) database. By implementing the partial least squares-structural equation modelling (PLS-SEM) technique, the suggested hypotheses were examined.

The results show that internal factors, i.e., achievement, advancement, recognition and growth, significantly impact job satisfaction. Subsequently, the external factors, i.e., company policies, relationship with a peer and relationship with supervisor, significantly impact job satisfaction. In contrast, work security has no relationship with job satisfaction. Furthermore, job satisfaction is a significant driver for auditors' performance.

This research sheds light on the relationships between internal and external factors, job satisfaction and auditors' performance in the Saudi context. It would be interesting to investigate these relationships in a different setting, such as a different country, time or industry. Future studies should broaden the sample frame to include different types of employees to obtain more generalisable results.

This study may help managers of auditing departments formulate appropriate strategies and design effective programs to increase the level of job satisfaction between auditors by enhancing such factors, which will lead to improving the auditors' performance.

This research provide an empirical evidence to support the theoretical assumptions of Herzberg's which is much needed.

The purpose of this paper is to shed light on the motivational process that leads to commitment development in the private and public sectors. It has been suggested that employee’s commitment is mainly predicted by job satisfaction and motivational factors such as internal communication, training, structural empowerment, incentive systems, transformational leadership and person–organization fit.

A comparative approach, between a set of private and public organizations, was undertaken. A survey was conducted on two random samples of workers belonging to both types of organizations.

The findings report a set of similarities and discrepancies between the private and the public organizations in terms of motivational factors that lead to job satisfaction and employees’ commitment.

This research brings additional value to the comparative literature on organizational analysis. It is one of the scarce comparative research in the North African context that deal with motivational factors at private and public workplaces.

Despite the considerable increase in research on entrepreneurship education, few studies examine the role of entrepreneurship educators. Similarly, most frameworks from entrepreneurship education recognize the educator’s importance in facilitating instruction and assessment, but the factors influencing the educator role are not well understood. According to the identity theory, personal factors including self-efficacy, job satisfaction and personal values influence the perspective of self, significance and anticipations that an individual in this role associates with it, determining their planning and actions. The stronger the role identity the more likely entrepreneurship educators will be in effectively developing their entrepreneurial skills as well as the overall learning experience of their students. The objective of this study is to pinpoint the factors that affect entrepreneurial role identity.

Drawing upon the identity theory, this study developed a theoretical framework and carried out an empirical investigation involving a survey of 289 entrepreneurship educators across the globe. Structural equation modeling (SEM) technique was applied to analyze and explore the factors that impact the identity of the educators in their role as entrepreneurship teachers.

The findings show that the role identity of entrepreneurship educators is significantly influenced by their self-efficacy, job satisfaction and personal values. Among these factors, self-efficacy and job satisfaction have the most significant impacts on how educators perceive their role. The implications of these results and directions for future research are also discussed.

The novelty of the current study is derived from its conceptualization of the antecedents of role perception among entrepreneurship educators. This study stands out as one of the earliest attempts to investigate the factors that shape an individual’s scene of self and professional identity as an entrepreneurship educator. The significance of comprehending the antecedents of role perception lies in the insights it can offer into how educators undertake and execute their role, and consequently, their effectiveness in teaching entrepreneurship.

This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.

Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.

The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.

Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.

Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.

The main purposes of this research are: first of all, to re-classify the types of corporate social responsibility (CSR) into primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR from the perspective of stakeholders and, second, to investigate empirically how and which types of CSR can better impact employees' job satisfaction and happiness management.

An online self-administered questionnaire was adopted to test the conceptual model. Questionnaires were sent to Chinese employees and restrict the data to those whose companies had experience implementing CSR. The study employed the partial least squares structural equation modeling (PLS-SEM) technique for data analysis using SmartPLS 4.0 software.

For factors of happiness management, both primary stakeholder-oriented CSR and secondary stakeholder-oriented CSR had significant and positive effects on happiness management. In addition, both primary and secondary stakeholder-oriented CSR positively and significantly affected job satisfaction, with primary stakeholder-oriented CSR way larger than secondary stakeholder-oriented CSR. Job satisfaction, in turn, was positively and significantly associated with happiness management. The results showed that the control variables of gender and education background had significant effects on happiness management.

First, the results provide useful empirical evidence in support of the feasibility that firms could develop competitive and sustainable development strategies by paying more attention to CSR practices. In terms of the primary stakeholder-oriented CSR, managers are recommended to put employees' benefits as a priority and invest in the to offer a healthy and safe working environment or employee support programs. In terms of the secondary stakeholder-oriented CSR, managers are suggested to denote parts of earnings to charity and to people in need. Second, in order to create job satisfaction, firms should put a stronger emphasis on CSR practices. When considering job satisfaction, managers should treat their employees in a socially responsible way and fulfill their demands and rights and place this at the core of their CSR activities.

First, this study makes a contribution to the existing literature by classifying the four important CSR practices into two types from the perspective of stakeholder theory. By incorporating a series of CSR practices and the stakeholder theory, this study provides a comprehensive and reasonable CSR classification, which has not been considered by prior research. Second, this study adds to the literature by defining the construct of happiness management explicitly along with identifying the dimensions of happiness management. Third, to the best of the authors' knowledge, this is one of the first studies exploring the relationship between CSR and happiness management. Finally, this study is among the first to investigate the correlation between job satisfaction and happiness management.

Leadership has been recognised as a critical factor for employees' job satisfaction. However, much remains to be learned about how university academics who work in developing country contexts perceive their head of departments (HoDs) and deans' leadership styles and how such leadership styles influence their job satisfaction. Therefore, extending earlier research on higher education leadership, this study was pioneered to examine deans' and heads of departments' leadership styles and how such leadership styles influenced their job satisfaction.

This study employed an exploratory research design to draw on data from in-depth interviews with university academics sourced from two private and two public universities. Participants constituted fifteen academics (N = 15) from the studied universities. The collected data from interviews were transcribed verbatim and subjected to thematic analysis.

The findings revealed that overall, academics perceived their HoDs and deans as employing both transformational and transactional leadership styles. As such, both styles of leadership influenced academics' job satisfaction in diverse ways although the transformational leadership style appeared to be the most dominant in influencing academics' job satisfaction.

The article highlights the need for university managers (i.e. heads of departments and deans) to flexibly employ preferred leadership styles to achieve job satisfaction among academics.

From the theoretical point of view, this article contributes to expanding the earlier research by showing how academics' perceptions of leadership styles employed by their academic leaders shape their job satisfaction.