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This paper aims at investigating the relationships among patient satisfaction, and nurses' job security, job satisfaction, and obedience OCBs within the setting of private hospitals in Damascus and Rural Damascus Governorates.

A cross-sectional survey conducted within private hospitals in Damascus and Rural Damascus Governorates had resulted in (325) subjects of nurses, and (393) subjects of patients. Double-translation, face validation, exploratory factor analysis, and Cronbach's alpha were used to validate measures used in this study with respect to the Syrian context. Afterwards, the two samples were aggregated on the basis of hospital-department. That is, 217 cases had resulted, and were used to test the proposed model, and revise it if required.

The results indicate that job security positively influences both job satisfaction and obedience OCBs. Both job satisfaction and obedience OCBs fully mediate the relationship between job security and patient satisfaction. Obedience OCBs partially mediate the relationship between job satisfaction and patient satisfaction.

Further investigations in other service-providing settings (e.g. telecommunications) are needed for more evidence of the model validity. Using cross-sectional design in testing causalities has been criticized by several researchers, so longitudinal method is recommended in further investigations for the model. Wider views could be delivered if more of other attitudinal variables are included in the model.

Better levels of patient satisfaction could be achieved through enhancing nurses' perceptions towards job security. Job satisfaction would be an important factor in keeping positive levels of patient satisfaction, especially when employment at one private hospital lacks security and stability.

This research comes to be one of the first studies to provide evidence of the full mediation that job satisfaction and obedience OCBs play regarding the relationship between job security and patient satisfaction. In addition, this study proves the partial mediation that obedience OCBs play between job satisfaction and patient satisfaction.

This study tests the relationships between control mechanisms such as leadership, job design, performance appraisal, and workers’ alienation in Cuba. Beyond internal Cuban economic data or external intelligence reports, limited evidence has appeared in Western business journals on management practices and worker alienation in Cuba. The present research examines the responses of 327 workers who were surveyed anonymously. The results suggest that Western management control mechanisms such as leadership and job design have the potential of reducing alienation, while a worker’s job performance appraisal does not influence alienation. Theoretical and practical implications are discussed.

The primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation Y and Generation Z with a view of assisting managers in making employment decisions and maintaining multigenerational staff.

The respondents in the study live and work in Canada and provided answers to self-administered online surveys between the fourth quarter of 2017 and the end of January 2020. To assess subjects' work motivation, the study employed Gagné et al.'s (2014) multidimensional work motivation scale (MWMS) alongside a three-item measure of employees' overall motivation (designed for this study). The authors assessed measures of validity and reliability and tested the hypothesis about generational differences in work motivation using structural equation modelling (SEM).

The six motivators regress differently to employees' overall motivation. Generation Z is more sensitive to amotivation than Generation X and Generation Y. Extrinsic regulation-material is a valid source of overall work motivation for Generation Z only. Only Generation X values extrinsic regulation-social as a source of employees' overall motivation. So is introjected regulation by Generation Y. Unlike Generation Z, both Generation X and Generation Y employees value identified regulation as a source of overall work motivation. Finally, intrinsic motivation contributes more to Generation Z employees' overall work motivation than it does for Generation X and Generation Y.

Further work needs to be done to establish whether variations in valuing the sources of motivation may also be spawned by age or status of the respective groups. Future investigations can expand the authors’ focal theme to include additional organisational outcomes, alternative geographical settings and/or include country's economic development as an additional variable. Moreover, further research can address the implications of national culture on shaping generational differences in employee's motivation as well as aiding companies to redesign work tasks considering today's uncertainty as well as increasingly competitive, global environment (e.g. the rise of artificial intelligence).

It is vital to offer motivators that are valued by each of the three generations, i.e. X, Y and Z, before being able to attract the best candidates of each generation. Organisations should not only create an inclusive and understanding multigenerational working environment but also be able to communicate strong branding via new communication channels successfully (e.g. social media networks), which Generation Yers and Generation Zers utilise better than any other generation in employment. Finally, the authors suggest that service organisations with diverse generational composition should adopt new measures of workplace agility to survive interminable disruptions (e.g. the coronavirus disease 2019 [COVID-19] pandemic).

This is the first study of its kind to examine generational differences between Generation X, Generation Y and Generation Z in valuing workplace motivation from a western cultural perspective.

The U.S. airline industry provides an example of a mature industry in which firms can exercise specific kinds of strategic marketing options. This paper examines the relationships between specific options and particular competitor groups. A matrix of strategic marketing options and competitor groups is developed. The paper also discusses the implications of the matrix for considering future opportunities.

The authors explore the nature of commitment, job satisfaction and job characteristics, and the nature of the interrelationships among these variables concerning expatriate employees in Saudi Arabia. An examination of a sample of 504 expatriate employees reveals that these employees are, by and large, indifferent with respect to their perceptions of commitment, job satisfaction, and job characteristics. In addition, the results provide strong support for (1) the influence of job satisfaction on commitment, (2) the influence of job variety on commitment, and (3) the influence of job autonomy, identity, and feedback on job satisfaction.

The investigator of this study examined organizational involvement of employees in Saudi construction companies and a random sample was drawn from the participating companies in Riyadh and Dammam. Employees' levels of involvement in the construction companies, were compared on the basis of their personal characteristics. The sample was divided into two groups on the basis of employees' personal characteristics such as education, organizational tenure, pay, rank, and age. The results showed that there was a difference in the level of organizational involvement between employees on the basis of their five personal characteristics included in this study. Further, the findings of this study showed that the levels of employees' involvement in the construction companies differed as their personal characteristics differed. Employees with a low level of education showed a higher level of organizational involvement than did employees with a high level of education. Employees with long organizational tenure reported a higher level of involvement than did employees with short organizational tenure. Also, employees with a high salary showed a higher level of involvement than did employees with a low salary. Old employees showed a higher level of organizational involvement than young employees. High ranking employees showed a higher level of organizational involvement than did employees with a low rank.

This paper aims to investigate how the gap between a multinational enterprise’s (MNE) productivity and that of its competitor determines the utilization of expatriate managers in its foreign subsidiaries.

The authors first develop a formal analytical model where expatriate managers are relatively more reliable and expensive while local managers are prone to job-hopping. The authors then test the predictions of the analytical model using subsidiary-level data of Korean MNEs.

The findings show a positive relationship between the productivity gap and the share of expatriate managers in a foreign subsidiary. The empirical findings also show that the job position (middle versus top managers) is another key determinant of the utilization of expatriate managers.

The results of this paper are consistent with the literature that finds that MNEs choose a governance structure that minimizes the hazard of opportunism in their subsidiaries, yet the paper reveals a novel aspect of the determinants of expatriate utilization.

The purpose of this paper is to investigate the mediating role of job embeddedness in the relationship between perceived job security and perceived job flexibility and its impact on creative performance.

The statistical population of this study consisted of all employees at the Electricity Company of Mashhad, and a sample comprising 300 participants was finalized. In order to analyze the data, different statistical analysis methods were used, including Pearson’s correlation analysis and structural equation modeling.

The findings indicated that perceived job security has a positive impact on job embeddedness, while it has no significant impact on the employees’ creative performance. On the other hand, perceived job flexibility has a positive effect on both job embeddedness and creative performance. Moreover, the mediating role of job embeddedness was approved.

Since creative performance in this changeable environment becomes essential, identifying mechanisms which can embed employees to their company would bring about several positive consequences. Furthermore, little is known about the antecedents and potential consequences of job embeddedness, especially in developing countries.

Two types of institutional constraints, namely, institutional voids and policy uncertainty, have been recognised and elaborated, including their influence on new venture performance. However, not enough attention has been paid to the multidimensional attribute of institutional transformation. By hinting at a relatively underexplored third type of institutional constraints, i.e. institutional fragility, this paper aims to build a comprehensive framework of institutional constraints to analyse how innovative start-up performance is influenced by institutional constraints.

Using Chinese manufacturing firms as the empirical sample, the authors use an econometric method to test the relationship between institutional constraints and the performance of innovative start-ups.

On the basis of a uniquely constructed database from 2005 to 2007, the authors find that institutional constraints are negatively associated with innovative start-up performance proxied by return on assets, sales growth and new product sales.

The study offers researchers and practitioners a detailed view of institutional constraints and innovative start-up performance.