FACTORS AFFECTING THE EMPLOYEE’S JOB SATISFACTION OF THE TRADING INDUSTRY
Submitted by:
Rex Jhon A. Suello
Master in Business Administration, Bulacan State University
BA502: Quantitative Business Analysis
Submitted to:
Dr. George Z. Gonzales
March 25, 2023.
ABSTRACT
The purpose of this research is to investigate the elements influencing trading industry employees' job
satisfaction. To keep the trading company's regular transactions from diminishing. The experimenter
gathered information from a trading company in Doha, Qatar. Using non-probability deliberate slicing, use
labor force with one or more than five years of service for that end. It was chosen based on the
demographics and other factors of the study. This instance is appropriate in situations when
communicating the expected response is simple. Because the organization solely employed male
employees, the researcher administered the Minnesota Satisfaction Questionnaire (MSQ) to 45 male
respondents. The findings indicate that career advancement incentives and training and development
programs have an impact on workers' job satisfaction at the chosen trading organization. Other elements
that may influence workers' job satisfaction, such as pay is not taken into account.
INTRODUCTION
Employee job satisfaction is usually supported their level of happiness with their jobs and dealing
environments. Employees' attitudes toward their work whether favorable or unfavorable determine job
happiness. People are thought to be happier in their jobs if they're more satisfied with them. Management
style and culture, employee involvement, employee empowerment, and independent workgroups are all
factors that affect satisfaction. A necessary quality that's routinely assessed by corporations is job
satisfaction. Employee responses to their occupations are recorded on rating scales, which is that the most
well-liked method of measuring. One of the Trading company in Doha, Qatar, rewards employees for a job
well done to show them appreciation and motivate them to keep raising their productivity. They take care
to provide their employees with incentives each month and annual bonuses, which they receive in the
month of September, as a reward for being productive workers. This gives their employees a sense of
fulfillment in their work.
Employee turnover may be regarded as a sign of stability. Employee turnover is a timely and important
topic for academics, policymakers, and other stakeholders given the current unfavorable economic and
investment climate, as well as the increasingly competitive national and international working
environments for firms operating in both the private and public sectors. On the one hand, the current
economic climate creates job insecurity and can worsen working conditions (like low pay, poor prospects
for promotions and rewards, and a lack of investments in job training and human capital) as well as
employee health (like lower health spending, higher stress levels, and feelings of organizational injustice)
(Saridakis, Lai, and Cooper, 2016). Trading company experienced a 10% turnover in the marketing
department from 2020 to 2021. Top performers with 5-10 years of length of service in the firm are those
who made up departed the company. Considering that the companies offered a wide range of amenities,
including free lodging, car service with no additional fuel costs, health insurance, monthly incentives, and
annual rewards, those people decided to look for a job and enter new employment relationships. As a
result, the company's sales for the year 2020 and 2021 have fluctuated by 16%.
A trading firm has been allocated a budget of 10,000,000 QAR. The trading company has seen significant
net income growth in recent years. The company's net income from 2017 was above 4,500,000 QAR, or
45% of the budget. For the year 2018, the company's net income increased by 11.11%. In the year 2019,
the net income rose by 5%. Unfortunately, 10% of the marketing department's employees chose to
relocate to other organizations between the years 2020 and 2021. Additionally, the trading firm's sales
performance has decreased by 16% as a result of the COVID-19 pandemic.
Why do people who work actively look for opportunities? According to (Robinson, 2022), there are top
five reasons why workers look for new employment. These include the inability to grow professionally, a
lack of appreciation, disrespect, loyalty, and lack of Growth Opportunities.
Most workers desire more time to focus on their strengths. For millennials, having a meaningful job and
continuing your professional development are two important indicators of career success. They strive to
combine their passions with their work so they can give their all to it. As people strive to grow and develop
at work, the concept of professional development appears to be more crucial. The basis of most
employees' job discontent is the discrepancy between their expectations and what employers provide.
This translates practically into employee disillusionment at work, which makes them unpleasant.
On the one hand, a diligent worker desires to feel appreciated. However, one of the main reasons people
in the workforce look for new jobs is a lack of recognition. The majority of employees feel that their work
is "unfulfilling." In addition, many experience a lack of career advancement prospects as well as under
appreciation at work. As a result, it's common to get dissatisfied with the business and launch a new job
search. Among unhappy and undervalued employees, anger, exhaustion, and disillusionment are frequent
emotions.
It is imperative to appeal to people's emotions at work. In order for workers to flourish, the goal is to make
work more human. The majority of workers believe that their bosses prioritize financial gain over the
feelings of their workers. Respect for their contributions is what they seek. Employee disengagement and
discontent increase when they experience disrespect at work and feel that their voices are not being
heard. They then start looking for new employment.
Interactions with managers and coworkers are the most significant factors impacting job happiness at
work. A strained relationship with supervisors and coworkers may kill the motivation to stay at a job.
According to (Robinson, 2022), more than half of the respondents said being committed to their team and
manager prevents them from changing employment. A survey reveals that 32% of workers will remain at
their current positions and commit to their careers— but only if you can save them from bad management,
team, or supervisor.
The majority of employed people share the same worry about the lack of career prospects at work.
Employees find it less lucrative to stay a long time at a job that offers them no room for advancement, in
addition to being underpaid. It is not surprising that people launch a new job hunt in order to advance
their careers. On the other hand, workers who perceive a clear path for advancement at work are more
likely to remain with the company. Knowing their employees' career objectives can help effective leaders
respond in a meaningful way. The purpose is to demonstrate to them a professional path that is
compatible with their ambitions. Employees who are managed well will feel appreciated and perceive
their contribution to the company as this will enable them to envision their future.
Some workers prefer to leave their employment in hunt of lesser chances, while others decide to do so
and continue to be displeased. Because they frequently warrant provocation, perform inadequately, and
have inimical stations, displeased workers can have a mischievous impact on a business. These signs have
a habit of getting passed on to other workers, infecting whole departments and hurting the business's
nethermost line.
Another factor contributing to employees' dissatisfaction at work is a lack of opportunities for professional
advancement. Employees who experience employment stagnation are less motivated to continue
producing at a high level than those who do not. When employers consider their employees in long-term
planning and express their gratitude by giving them promotions, employees feel appreciated. Long-term
commitments are frequently made by employees who advance in an organization and earn fair
compensation that reflects the changes in their title and responsibilities (Johnson, 2018).
To determine the reasons why the company's talented employees left. Queries like "What are the
explanations that makes the employees feel unsatisfied to do their job?" and "Do the perks supplied by
the organization not adequate to persuade employees to remain in the trading firm" are some of the
questions the researcher poses.
The purpose of this study is to pinpoint the variables influencing the employees' job satisfaction of the
trading company. To stop talented workers from switching to rival organizations. To prevent the trading
company's annual sales from declining.
1.1 RESEARCH HYPOTHESIS
Alternative Hypothesis (Ha): The incentives, salary, work environment, and training and development
programs of the selected trading company have a significant impact on the employee’s job satisfaction.
STATEMENT OF THE PROBLEM
The general objective of this study is to determine the factors affecting the job satisfaction of the
employees on the selected trading industry, which cause them to seek new opportunities for their career
advancement.
Specifically, the researcher poses questions to identify the reasons why workers chose to leave the
company, despite the amenities given by the firm.
1. What is the demographic profile of the respondents in terms of;
1.1 Age;
1.2 Civil Status; and
1.3 Length of Service.
2. What is the level of satisfaction of the employees in terms of;
2.1 Incentives;
2.2 Salary;
2.3 Work Environment; and
2.4 Training and Development Programs for career advancement.
3. Do the benefits provided by the trading company, meet your demand and family needs?
4. What influenced the employees to seek a new opportunity?
5. What would you suggest to the management to improve the job performance and acquire new
skills for the career development of the stakeholders?
SIGNIFICANCE OF THE STUDY
The purpose of this study is to identify the variables influencing employees' job satisfaction of a trading
company. This includes the respondents' demographic profile, the level of their job satisfaction, and the
factors that motivate them to search for new employment. It also includes information about the firm's
training and development initiatives.
The people in the following category value this study.
To the Workers
By providing recommendations, this study will assist the workers in enhancing their knowledge and
abilities. Additionally, it is important to inform them about the various variables that may influence their
job performance.
To the HR Department
This study aims to give the human resources department advice on how to lower the organization's
turnover rate. They will learn more about the reasons why employees leave one organization for another.
Additionally, they will learn about the significance of training and development programs for relations
between employers and employees.
To the Fresh Graduates (High School, Junior, & Senior High, and College Graduate)
As young professionals with limited experience, they should research their ideal employer before applying.
This course will teach them what to think about and what to look for in an organization. During the
interview, they must inquire about the company's culture, advantages that the business may offer,
whether the business promotes work-life balance, and, finally, whether the business offers programs for
staff career progression.
To the Future Researcher(s)
Future researchers may investigate other aspects affecting the employment happiness of the workers in
their target community or firm using the data and analysis from this study. They might also utilize this
research as a source, make improvements, and add additional helpful information to it.
SCOPE AND DELIMITATION OF THE STUDY
The scope of this study is to identify the factors affecting the job satisfaction of the trading Company’s
workers, which causes them to plan to seek new opportunities where they can improve their knowledge
and skills to their next target organization. The researcher utilized the purposive sampling technique. This
sampling technique is a type of non-probability sample which selects a group of respondents from a larger
population based on their characteristics and the objectives of the study.
METHODS
Design
The study is entitled "Factors Affecting the Employee’s Job Satisfaction of the Trading Industry”. The
researcher used the Quasi Experimental Quantitative Research Design to know the cause and effect of
why the employees of the trading company feel unmotivated and are thinking of moving to another
company despite receiving benefits from the management.
Measuring Instrument
The Minnesota Satisfaction Questionnaire (MSQ) was utilized by the researcher. The Minnesota
Satisfaction Questionnaire (MSQ) is used to assess a worker's level of job satisfaction. Compared to more
general measures of job satisfaction, the MSQ offers more detailed information on the aspects of a job
that a person finds gratifying.
Respondents
The researcher used non-probability purposive sampling to collect and gather data from the employees
of the selected trading company with one or more than five years of service. It is selected based on the
population and objective of the study. This sampling is useful in situations where it is easy to reach the
target respondents.
ResearchrInstrument
To collect and gather relevant information and data. The researcher used a survey questionnaire with a
total of 45 male respondents as all the employees working in the firm are male. The survey questionnaire
includes the demographic profile, level of satisfaction, factors that influence the employees to seek new
employment, and programs of the firm for the career advancement of the workers. In the first part, the
demographic profile of the respondents includes the age, civil status, and length of service of the
employee in the organization. The second part of the questionnaire consists of the level of job satisfaction
of the employees in terms of incentives; annual bonus; salary; work environment; and training and
development programs. In the third and fourth parts of the survey, the respondents may answer the
questions according to their experience.
RESULTS
The following results are shown along with a description of the tables: to ascertain whether the means of
three or more groups differ from one another. Using Ronald Fisher's Analysis of Variance, the researcher
(ANOVA) F-tests are used in ANOVA to statistically verify mean equality.
The marketing and sales staff of the Trading Company in Doha, Qatar, are represented by the descriptive
statistics and difference between the means on age, civil status, and duration of service in Tables 1, 2, and
3.
Table 1 AGE OF THE RESPONDENTS
Age
Distribution of Respondents
Frequency (f)
Percentage (%)
Rank
20 - 25
2
4.44 %
4
26 - 30
16
35.56 %
2
31 - 35
18
40 %
1
36 - 40
0
0
0
41 - 45
9
20 %
3
45
100 %
Total of Respondents:
The table reveals that the majority of respondents (with a frequency of 18 and a percentage of 40%) are
between the ages of 31 and 35, followed by those between the ages of 26 and 30 (with a frequency of 16
and a percentage of 35.56%) and those between the ages of 41 and 45 (with a frequency of 9 and a
percentage of 20%). Finally, with a frequency of 2 and a percentage of 4.44%, the responders who are 20
to 25 years old are the least numerous.
Table 2 CIVIL STATUS OF THE RESPONDENTS
Civil Status
Distribution of Respondents
Frequency (f)
Percentage (%)
Rank
Single
12
26.67 %
2
Married
33
73.33 %
1
Divorced
0
0
-
Widower
0
0
-
45
100 %
Total of Respondents:
The table 2 shows that, with a frequency of 33 and a percentage of 73.33%, married respondents made
up the majority of the sample. The frequency of 12 single respondents and the percentage of 26.67% put
them in second place. Since most respondents were married, it follows that they are solely responsible
for meeting their wife's and child's essential requirements. This can be taken into consideration as a
reason why some employees in organizations intend to look for new employment opportunities; they may
do this in order to meet their family's basic needs, such as food, clothing, and shelter, as well as more
opulent items to make their home even more comfortable.
Table 3 LENGTH OF SERVICE OF THE RESPONDENTS
Length of Service
Distribution of Respondents
Frequency (f)
Percentage (%)
Rank
1 - 5 Years
42
93.33 %
1
6 - 10 Years
3
6.67 %
2
11 - 15 Years
0
0
-
45
100 %
Total of Respondents:
According to the table, the majority of employees have worked for the company between 1 and 5 years,
with a frequency of 42 and a percentage of 93.33%. Last but not least, individuals who have been working
for trading company for six to ten years have already received the least number of responses (3), with a
proportion of 6.67%. According to their employment contracts, employees of the company must have
completed a 5-year contract in order to be eligible for a raise. This means that only a small percentage of
respondents, or 6.67 percent, chose to remain and work for the company for more than five to ten years.
Table 4
MONTHLY/ANNUAL FINANCIAL INCENTIVES RECEIVED BY THE RESPONDENTS
2.1 Incentives
Anova: Single Factor
SUMMARY
Groups
Count
Sum
Average
Variance
Very Satisfied
2
120
60
6272
Satisfied
Neutral
Unsatisfied
Very Unsatisfied
2
2
2
2
34
16
19
11
17
8
9.5
5.5
338
32
60.5
4.5
ANOVA
Source of Variation
SS
df
MS
Between Groups
4147
4
Within Groups
6707
5
10854
9
Total
F
P-value
F crit
1036.75 0.772887 0.586857 5.192168
1341.4
Result: Accept Ho and Reject Ha, since computed F - Statistics is less than F crit.
Table 4 shows, the employee's level of job satisfaction as determined by incentives. The majority of
respondents are "Very Satisfied" with the rewards they receive at the end of each month and year, with
an average of 60, and it is followed by the “Satisfied” employees with an average of 17. However, a tiny
proportion of workers those who gave the "Very Unsatisfied" response, with a weighted of 5.5, are
probably those who got monthly financial incentives on a regular basis but did not receive
performancebased annual financial incentives. The respondents who are "Neutral" with an average mean
of 8 and "Unsatisfied" with an average of 9.5 are workers who have been with the company for less than
three years and are not yet eligible to earn an annual financial incentive. As a result, it can be said that the
Incentives is not a factor that affect the employee’s job satisfaction of the trading company. Because the
F statistics value for chi-square is 0.772887 is lower than the F crit of 5.192168, the discrepancy has
therefore been found to have a substantial influence. The null hypothesis is approved as a result.
Table 5
MONTHLY SALARY RECEIVED BY THE RESPONDENTS
2.2 Salary
Anova: Single Factor
SUMMARY
Groups
Very Satisfied
Satisfied
Neutral
Unsatisfied
Very Unsatisfied
ANOVA
Source of Variation
Count
2
2
2
2
2
SS
Sum
Average
95
47.5
13
6.5
49
24.5
4
2
39
19.5
df
MS
Between Groups
2566
4
Within Groups
5126
5
Total
7692
9
Variance
3784.5
12.5
840.5
8
480.5
F
P-value
F crit
641.5 0.625732 0.664881 0.159845
1025.2
Result: Accept Ha and Reject Ho, since computed F - Statistics is greater than F crit.
Based on salaries, table 5 shows that the workers are “Very Satisfied” with their salary with a total average
of 47.5. Followed by the respondents who responded "neutral" with an average of 49. Some respondents,
however, said being "very unsatisfied" with their monthly salary. Since "Very Satisfied" results had the
greatest average, this difference was considered to be statistically significant because the F-statistics value
of 0.625732 was higher than the F critical region value of 0.159845. The alternative hypothesis is
consequently accepted. Conclusion: Salary is a factor that influences the respondents' job satisfaction.
Table 6
WORK ENVIRONMENT
2.3 Work Environment
Anova: Single Factor
SUMMARY
Groups
Very Satisfied
Satisfied
Neutral
Unsatisfied
Very Unsatisfied
Source of Variation
Count
2
2
2
2
2
SS
Sum
Average
54
27
15
7.5
48
24
12
6
71
35.5
df
MS
Between Groups
1315
4
Within Groups
3875
5
Total
5190
9
Variance
1058
24.5
800
8
1984.5
F
ANOVA
P-value
F crit
328.75 0.424194 0.786794 0.159845
775
Result: Accept Ha and Reject Ho, since computed F - Statistics is greater than F crit.
Based on the work environment, Table 6 shows the respondents' overall job satisfaction. According to
research, the majority of respondents are "very unsatisfied" (average 35.5) and "unsatisfied" (least
average 6) with their work environments. Possible explanations for these results include poor
communication, the inability to advance one's career, a lack of or a subpar recognition program, a lack of
alignment with the company's goals and objectives, and a lack of interest in the welfare of the employees.
"Very Satisfied" came in second place with an average of 27, and the least number of respondents said
they are "Satisfied" with their workplace, with an average of 7.5. Possible explanations for the
respondents' high levels of workplace satisfaction include the fact that having good job security makes
people happier in their jobs and that their employers respect their illness. However, with an average of
24, some respondents indicated that they were "neutral," which suggests that they occasionally felt either
unsatisfied or satisfied with their workplace. In addition, highest average score was "very unsatisfied."
Furthermore, it is discovered that the work environment, significant influence on the employees' job
satisfaction based on the computed F-statistics 0.424194. The alternative hypothesis is therefore
approved because the F-statistics are greater than the 0.159845 F critical region value.
Table 7
TRAINING AND DEVELOPMENT PROGRAMS FOR CAREER ADVANCEMENT
2.4 Training and Development Programs for Career Advancement of the Employees
Anova: Single Factor
SUMMARY
Groups
Count
Sum
Average
Variance
Very Satisfied
2
8
4
0
Satisfied
Neutral
Unsatisfied
Very Unsatisfied
2
2
2
2
4
33
4
151
2
16.5
2
75.5
8
312.5
8
10224.5
ANOVA
Source of Variation
Between Groups
SS
df
MS
7993
4
Within Groups
10553
5
Total
18546
9
F
P-value
F crit
1998.25 0.946769 0.507395 0.159845
2110.6
Result: Accept Ha and Reject Ho, since computed F - Statistics is greater than F crit.
Table 7 shows the respondents' job satisfaction levels based on the training and development they
received for career growth. With a highest average of 75.5, the table indicates that the majority of
employees are "Very Unsatisfied" with the career progression plans offered by the company. This result
indicates that there are few opportunities for advancement within the company. Second place went to
the respondents' "neutral" response. The least number of respondents, on the other hand, indicated that
they are "Satisfied and Unsatisfied" with programs for increasing their knowledge and abilities with an
average of 2. The F critical value is 0.159845, which is lower than the calculated F-statistics 0.946769.
Therefore, it is stated that factors affecting employees' job satisfaction includes the training and
development programs for career advancement.
DISCUSSION
According to the findings, three factors such as the salary, work environment, and training and
development programs for employees' career advancement—have an impact on employees' job
satisfaction. The Incentives are not taken into account as influences on employees' job satisfaction. Below
is an explanation of the three elements that affect how satisfied employees are with their jobs at the
company.
In this study, a company encourages workers to produce quality work, and when they do, they are
rewarded for their efforts. These incentives encourage workers, who become more devoted to their
employers because they believe they are being considered for both their contributions and needs.
According to (Indeed Editorial Team, 2022). A behavioral theory called the incentive theory of motivation
contends that people are driven by a desire for rewards and reinforcement. The incentive theory also
suggests that people avoid behaviors that can result in punishment and behave in ways they think will
lead to rewards. Depending on the incentives offered, employees may act in a different manner under
similar circumstances. An employee might, for instance, put more effort into a project if they want to get
a positive evaluation or avoid getting one than if they don't get one at all. Their drive stems from a desire
to be rewarded or spared punishment during a performance evaluation at the conclusion of the project.
Depending on the moment and the situation, the value of the same incentive may fluctuate. Similar
incentives may have different values for different people. Which individuals are motivated by various
incentives can be determined in part by psychological and social factors. Only when people place value on
the reward they will receive for their behavior do incentives function as motivational instruments. In this
study, Incentives is not a factor affecting the employee’s job satisfaction.
In addition, the salary, work environment, and training and development Program for career advancement
of the employees found to this study as factors which impacting the job satisfactions of the talented or
even average workers. Because training has such vast and varied advantages for employers, leading
companies have made significant investments in employee training and development. Recent years have
seen an increase in the importance of employee training as a company strategy, both for employee
retention and for developing a trained workforce for the future. Although the phrases "development" and
"training" are sometimes used synonymously, employee development programs, on the other hand, focus
more on broader skills like leadership, communication, and decision-making, whereas employee training
has precise, quantifiable goals that relate to improving the productivity and accuracy of current
operations. Career Development and Job Satisfaction (Sreih,2020) emphasized that organizations must
also take career development into account as a new strategy for keeping employees, particularly given
that in the upcoming years, younger generations will make up the majority of the workforce. The process
of continuously learning, growing, and progressing toward one's objectives is known as career
development. Additionally, career development offers benefits of its own, including the fact that it lowers
turnover and boosts employee motivation. All generations are interested in career advancement, but
millennials actively pursue it, making it a key contributor to their job happiness. Comprehensive training
in the areas in which employees want to grow includes career development. It is now appropriate to talk
about the relationship between job satisfaction and career development after mentioning both of these
factors and the significance of each one's impact on the other.
According to research, trading company’s advantages, which include free housing, free transportation,
free electricity and water, and monthly or yearly financial incentives, are insufficient to meet their
employee demands. Overseas Filipino Workers (OFWs) account for 75% of the workforce, while the
remaining 25% of workers are spread across a variety of nationalities, including Egyptian, Tunisian, Indian,
and Sri Lankan. To put food on the table and for other reasons, such as supporting the maintenance and
educational needs of their loved ones, all employees in the enterprises had a responsibility to provide for
the financial needs of their families. Unfortunately, if they have not yet completed their five years of
service, no employee has the option to move to another company of their choosing. The responders had
a choice between staying with the company to complete their five-year contract or leaving and returning
to their home country. Although a new rule has been enacted in Qatar, as mentioned in the announced
procedures, workers are now able to change jobs without needing a No-Objection Certificate (NOC) from
their prior employer. However, this rule should not be used as a substitute for looking for a new job.
Therefore, it is still up to the existing employer to decide whether to permit the person to work for another
company
The new law specifies the following for workers as well: Employees will be able to take advantage of new
prospects in Qatar and boost the country's economy through both domestic and foreign trade. If they
have worked for the company for two years or less, employees will be permitted to terminate their
contracts with at least one month's written notice; if they have worked for the firm for more than two
years, they will be required to give two months' notice. As long as the probationary period is no longer
than six months from the start of the employee's employment, employers may decide to put employees
on probation for a predetermined amount of time. An employee with access to secret information may
be required by the employer to sign a non-compete agreement, promising not to collaborate with anyone
else on any projects or assignments for a year following the contract's termination.
In conclusion, these are the factors that, according to the respondents, motivated employees to test a
new employer connection.
•
Salary, Work Environment, and potential for advancement Programs for training and
development are lacking. Lack of chance to develop financially and intellectually.
•
Workers firmly felt that a company should grant equitable rights, like "one for all, all for one."
requisites and expanding family character and abilities, wages, benefits, and conditions, Business
profile. Culture fit for career advancement, Days of service, CSR, and goal-setting benefits for
employees
RECOMMENDATION:
In respect to the employee's stage of career growth, the manager should be aware of the employee's
short- and long-term goals. The manager will then be able to determine how to grow the employee's skill
set to match the organization's priorities. The management must encourage the team to improve. Make
obtaining a license, degree, or other type of skill-enhancing education a condition for employment. Of
course, paying for a portion of it is the best way for your organization to support this. Make a place where
workers may picture their jobs in five to ten years, pose the question, and then go quiet. By allowing all
employees to take part in skill development, managers may support the professional aspirations of their
staff. The training session's main objectives are to enhance employees' current skill sets and give them
the opportunity to receive training in a variety of topics they are interested in. The best decision a firm
can ever make to support the professional and personal development of its employees is to set up a formal
mentorship program. Senior staff members can frequently share their knowledge and advice with less
experienced coworkers. The business must give its employees the chance to take online courses for career
improvement in order to develop new abilities. This lets them know that both the company and their
respective professional domains are expanding. In order to achieve career goals, one must be eager to
develop. Regularly give and request feedback. Don't wait until annual performance reviews to give
feedback; these don't give you a chance to learn about people's motivations.
References:
Exploring the relationship between HRM and firm performance: A meta-analysis of longitudinal studies
(Saridakis, Lai, & Cooper 2016); Human Resource Review; ResearchGate
Discover The Top 5 Reasons Workers Want To Quit Their Jobs (Robinson 2022). Forbes.com:
https://www.forbes.com/sites/bryanrobinson/2022/05/03/discover-the-top-5-reasons-workerswanttoquit-their-jobs/?sh=7ba649855d46
Incentive Theory of Motivation: Definition and Examples (Indeed Editorial Team 2022) Indeed.com:
https://www.indeed.com/career-advice/career-development/incentivetheoryofmotivation#:~:text=The%20incentive%20theory%20of%20motivation%20is%20a%20behavioral
% 20theory%20that,actions%20that%20may%20entail%20punishment.
The Impact of Incentives on Job Performance, Business Cycle, and Population Health in Emerging
Economies (Liu and Liu 2022); Frontier:
https://www.frontiersin.org/articles/10.3389/fpubh.2021.778101/full
Career Development and
Job
Satisfaction
(Fahed-Sreih 2020); IntechOpen;
https://books.google.com.qa/books?id=jpUtEAAAQBAJ&printsec=frontcover&dq=Importance+of
+training+and+development+programs+for+career+advancement+of+the+workers&hl=en&sa=X
&ved=2ahUKEwjR2YOZvZP7AhWFhP0HHU7nDWMQ6AF6BAgGEAI#v=onepage&q=Importance%
20of%20training%20and%20development%20programs%20for%20career%20advancement%20
of%20the%20workers&f=false
Labor Reform (2021); Qatar Government
Communication
https://www.gco.gov.qa/en/focus/labour-reform/
Office;
10 Ways Managers Can Support Employee Career Growth: (Forbes Business Council 2022); Forbes.com:
https://www.forbes.com/sites/forbesbusinesscouncil/2021/06/03/10-waysmanagers-cansupportemployee-career-growth/?sh=2c46a06f7ab7