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

Assessing The Factors Enabling Systematic Change

The goal of this research article is to examine the relationships between the research variables change-management actions, change readiness, and systematic change. Change management is defined by three factors: leadership, project management, and learning. Change readiness is defined by two factors: knowledge and resources. Systematic change is defined by one factor of carefully sequenced actions that align customers, products/services, processes/tools, structure, and skill mix. This framework is operationalized and applied using a survey of participants in a high-tech organization’s transformation. The results show that as change-management actions increases or decreases, there is an increase or decrease in change readiness, which supports systematic change. Managers can use the findings to assess the effectiveness of their change actions, change readiness in their organizations, and outcomes of their systematic change efforts. Managers can also use the findings to define their specific change-management actions. This is a limited case study, and the findings are based on a single case study in a large government agency. This article contributes a framework for defining and measuring change readiness. The framework defines change-management actions leading to change readiness leading to systematic change