• The Journal of Asian Finance, Economics and Business
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• v.9 no.2
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• pp.255-260
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• 2022

SME sector's success also depends on its employees' job satisfaction as satisfied employees are likely to be more productive at the workplace and positively enhance SME business performance. Small and medium firms are the heart of the economy, and employees are the main and valuable asset for the SME firms. If SME business managers can increase employee satisfaction, then SMEs' performance will also increase in the future. Hence, the current study aims to determine the job satisfaction of SME employees by analyzing the impact of job training (JT) and promotion (PRO) opportunities on employee job satisfaction. Purposive sampling is applied in the study, and 202 SME employees have participated as sample respondents. The final sample size is n = 202. SPSS 26.0 version is used to analyze the hypotheses. The study findings show that both job training (JT) and promotion (PRO) have a positive effect on SME employee job satisfaction. It does indicate that SME managers need to provide necessary training programs and timely promotion to their current working employees to keep them satisfied with their job. Promotion and effective job training will certainly enhance employees' job satisfaction. The study has also offered a few strategic implications for SME business managers.

• The Journal of Industrial Distribution & Business
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• v.6 no.3
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• pp.19-25
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• 2015

Purpose - The intent of this research is to discover the factors that enhance innovative work behaviors of group members in order to strengthen the competitiveness of small enterprises. In addition, we verify that employee job characteristic factors have an influence between antecedent variables and dependent variables in the work situations at small companies. Research design, data, and methodology - This study is focused on identifying the factors, such as self-efficacy, leader member exchange (LMX), and collective efficacy, which promote innovative work behaviors. A total of 305 valid questionnaires were collected. Results - The results of a path analysis showed that LMX did not have significant effects on task significance, and autonomy did not have significant effects on innovative work behavior. Conclusions - These findings of the study imply that even though leaders supported the groups in accordance with official procedures by placing group members within or outside certain groups, task identity perceived by group members was not impacted. In addition, autonomy given to those with relatively less capability might be a burden rather than a positive outcome.

• The Journal of Industrial Distribution & Business
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• v.10 no.10
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• pp.15-21
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• 2019

Purpose - This study is intended to explore influential factors on the life satisfaction of physically challenged laborers preparing for support plans for their future. This is to enjoy a better life and have social opportunities and to review institutional support or plans for implementation to be applied for physically challenged people. Research design, data, and methodology - 4,161 disabled people participated in the Panel Survey of Employment of the Disabled. Among 2,124 physically challenged people, 957 wage workers (45%) were primarily extracted in this study, and a total of 581 (27%) with sufficient responses on the questionnaires were finally selected. Results - First, physical preparation for later life had a positive influence on retired life satisfaction among retirement satisfaction. People showed higher retired life satisfaction. Secondly, physical preparation for later life had a positive influence on satisfaction over relationship after retirement among retirement satisfaction. Conclusions - In this study, it was found that job satisfaction was the variable with the highest influential power on life satisfaction. Therefore, it seems to be necessary to proceed a research as to which factors influence life satisfaction in the medium of job satisfaction and also about plans to improve job satisfaction on experts or the disabled.

• The Journal of Industrial Distribution & Business
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• v.12 no.2
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• pp.7-17
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• 2021

Purpose: Previous studies have rarely examined the role of higher education for human capital development in the case of Korea. The purpose of this study is to investigate effects of higher education for international students in globalized environment on job satisfaction, globalization, and hosting country. Research questions include the following: i) how do application and improvement on work, performance, self-confidence, and use of network affect job satisfaction; ii) how do leadership, policy improvement, public diplomacy, social responsibility and global competence affect globalization?; iii) how do affective, cognitive, and behavioral components affect attitude of hosting country? Research design, data, and methodology: Online survey and interviews were conducted. For quantitative research, this study applied factor and structural equational modeling, while for qualitative research, this study applied cognitive mapping and sentimental analysis. Results: This study found that most of proposed effects showed significant. The results showed consistent for quantitative and qualitative researches. Conclusions: The results implied that higher education in global environment plays a key role to enhance job satisfaction, globalization, and attitude toward the hosting country and contributes to foster international relations significantly. The results also implied that human capital development in globalized environment helps improve global network and public diplomacy.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.19-26
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• 2023

Purpose: There is little emphasis on alternative forms of communication in psychotherapy, thus leaving a gap in research on the impact and effects of alternatives such as using artistic expressions. The current research, therefore, seeks to address the gap by investigating the effect of psychological counseling using Art Therapy on improving workers' job efficiency. Research design, data and methodology: The present author collected topic related to prior studies in terms of psychological counseling, art therapy, and employee job efficiency. And then, the author conducted clear procedure of the screening to eliminate inappropriate previous works including conference papers and dissertations so that this research could obtain only journal articles and books which have been proven by high degree of reliability and validity. Results: This research has concluded that psychological counselling using art therapy is pertinent to improving the worker's job efficiency in various ways, addressing properly mental health issues ranging from small to complicated or acute issues, thus promoting the well-being of employees to work at their optimum or best possible conditions. Conclusions: Psychological counseling using art therapy improves self-confidence, esteem, and awareness. Further, it enhances their social skills, expression capability, and general work ability. Elsewhere it improves coping with pain and reduces stress and depression.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.

• The Journal of Industrial Distribution & Business
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• v.14 no.7
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• pp.1-7
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• 2023

Purpose: The present research is to explore and investigate the meaningful difference between job-based pay and skill-based pay in the current literature to shed light on the advantages and caveats of two compensation approach, providing direction for human resource practitioners looking to develop efficient and fair compensation plans. Research design, data and methodology: The methodology based on Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) was used for this research. The PRISMA technique is generally considered the gold standard since it guarantees openness, repeatability, and rigor. Studies comparing salaries based on work duties versus those based on individual skills published in English and accepted for publication in peer-reviewed journals are eligible for inclusion. Results: According to the comprehensive literature analysis, the present research provides clear comparison between Job-based pay and skilled-based pay, pointing out a similarity and four differences (1. Criteria for pay determination, 2. Flexibility, 2. Job Scope, and 4. Career progression. Conclusions: The result of the current research implies that human resource professionals would be well to learn the effects of various compensation structures on career advancement, and suggests for them that employees can take advantage of chances to advance in their careers based on right compensation schemes.

• The Journal of Industrial Distribution & Business
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• v.14 no.1
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• pp.39-47
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• 2023

Purpose: This research aims at determining institutional commitment impact and how it influences job satisfaction. It aims at bridging the gap in research on the study topic. Its major focus is on work content and institutional commitment as the main variables and how they impact companies and employees. Research design, data and methodology: The current research has chosen the literature content approach and it is a reporting guideline for methodical assessments. It offers a consistent approach for conducting and reporting these types of studies, which can help to improve the quality and transparency. Results: The finding of the current research has showed that workers in social companies need jobs with higher values and responsibilities, company policy, among other factors. Workers' organization commitment towards social enterprise for improving workers' job satisfaction factors will include affective commitment, continuous commitment, normative commitment, and the commitment profile of the organization. Conclusions: This research finally insists that the findings of the current research would aid in enhancing employee knowledge and understanding of work satisfaction, as well as the essence of institutional commitment. Most employees lack adequate knowledge of the implications of job satisfaction not forgetting their personal needs as indicated in the individual need model.

• The Journal of Industrial Distribution & Business
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• v.14 no.12
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• pp.33-41
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• 2023

Purpose: This study's primary goal is to investigate and evaluate the critical contributions made by industrial-organizational psychologists to raising worker job satisfaction. The study aims to offer insights that can enhance workplace environments, improve organizational processes, and increase employees' general well-being by looking at the particular contributions made by this field. Research design, data and methodology: The study design, data collection strategies using the literature content analysis allow for a thorough analysis and synthesis of the body of knowledge about industrial-organizational psychologists' contributions to improving worker job satisfaction. This method entails a sequential procedure that includes formulating research questions and locating pertinent studies. Results: Numerous previous works have indicated that industrial-organizational psychologists are essential in determining how an organization is run and how satisfied its workforce is with their jobs. The four major roles (Job Design, Leadership, Workplace Culture, and Employee Development) that were found after a thorough analysis of the body of current literature are presented in this section. Conclusions: In sum, the roles found in this study provide organizations with a framework for creating work environments that prioritize the well-being and overall growth of the people who make up the organization while also helping them negotiate the complexity of the modern workplace.

• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.