The effect of autonomy, training opportunities, age and salaries on job satisfaction in the South East Asian retail petroleum industry

South East Asian petroleum retailers are under considerable pressure to improve service quality by reducing turnover. An empirical methodology from this industry determined the extent to which job characteristics, training opportunities, age and salary influenced the level of job satisfaction, an indicator of turnover. Responses are reported on a random sample of 165 site employees (a 68% response rate) of a Singaporean retail petroleum firm. A restricted multivariate regression model of autonomy and training opportunities explained the majority (35.4%) of the variability of job satisfaction. Age did not moderate these relationships, except for employees >21 years of age, who reported enhanced job satisfaction with additional salary. Human Capital theory, Life Cycle theory and Job Enrichment theory are invoked and explored in the context of these findings in the South East Asian retail petroleum industry. In the South East Asian retail petroleum industry, jobs providing employees with the opportunity to undertake a variety of tasks that enhanced the experienced meaningfulness of work are likely to promote job satisfaction, reduce turnover and increase the quality of service

Representational predicaments for employees: Their impact on perceptions of supervisors\u27 individualized consideration and on employee job satisfaction

A representational predicament for a subordinate vis-à-vis his or her immediate superior involves perceptual incongruence with the superior about the subordinate\u27s work or work context, with unfavourable implications for the employee. An instrument to measure the incidence of two types of representational predicament, being neglected and negative slanting, was developed and then validated through an initial survey of 327 employees. A subsequent substantive survey with a fresh sample of 330 employees largely supported a conceptual model linking being neglected and negative slanting to perceptions of low individualized consideration by superiors and to low overall job satisfaction. The respondents in both surveys were all Hong Kong Chinese. Two case examples drawn from qualitative interviews illustrate and support the conceptual model. Based on the research findings, we recommend some practical exercises to use in training interventions with leaders and subordinates. © 2013 Copyright Taylor and Francis Group, LLC

Determining the probability that an employee will stay or leave the organization: a mathematical and theoretical model for organizations

This article offers a simple mathematical and theoretical model for understanding voluntary turnover, as an interdisciplinary (social, psychological, and economic contexts) and multidimensional (employee, organization, and social affiliate) construct. The model provides a mathematical formula, received from assumptions, intended for use in determining the “probability that employees will stay or leave” an organization versus the traditional approach of determining the “intentions of staying” and/or the “intentions of leaving” the organization. Differences between existing concepts (intentions of quitting) and this model are discussed. The model hypothesizes that the “probability of staying or leaving” the organization (E — (P.i)) or (1 — (P.i)) should be positively related to the employee\u27s “intentions of quitting” the organization. The model does not focus on the numerous individual determinants of employee turnover, as is the case with existing voluntary turnover models, but focuses on these determinants as internal (Employer [E]) and external (Social Affiliate [i]) factors relative to the Employee (P), who either stays with or leaves the organization. The article also suggests that leaving and staying behaviors are concepts on the same platform. They are not different thoughts or necessarily opposites