Moroccan call centers operators’ work motivation and job satisfaction: An empirical and bidirectional analysis
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Author(s)Marwa Belhaj SoulamiLink to ORCID Index: https://orcid.org/0000-0003-1130-3245
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Sofia LoulidiLink to ORCID Index: https://orcid.org/0000-0003-4754-8877
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DOIhttp://dx.doi.org/10.21511/ppm.21(4).2023.44
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Article InfoVolume 21 2023, Issue #4, pp. 591-604
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39 Downloads
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Creative Commons Attribution 4.0 International License
As a common part-time and full-time position in the Moroccan context, call center operators are directly associated with value creation. They hold great potential and future due to their relevance to the information technology industry, especially in Morocco, as a developing country. Thus, managers unsurprisingly strive to maintain highly motivated and satisfied call center operators. This paper aims to examine the ever-trending link between work motivation and job satisfaction in both possible directions of the cause-effect pattern, each variable being alternately the dependent one at a time. A survey was conducted using a quantitative approach and convenience sampling among 137 Moroccan call center operators from local districts. The research model analysis was based on an exploratory factor analysis and a full structural equation modeling. The empirical findings displayed positive and significant links within the reversed logic of the relationship (M2: satisfaction → motivation) for a good number of sub-hypotheses (R2 = –0.78, R2 = 0.85, R2 = 0.81, R2 = 0.66 for p < 0.05), whereas the model M1 consisting of the traditional path motivation → satisfaction could not be empirically supported (R2 < 0.5, p < 0.05). Work motivation is recognized to have a significant effect on job satisfaction in the human resource literature; however, the outcomes spotted a novel significant impact within the reversed logic of the relationship. Managers should consequently be aware of the evident complementarity between work motivation and job satisfaction since each appears to enhance the other.
Acknowledgment
This paper is partly supported by University Sidi Mohamed Ben Abdellah of FEZ, Morocco (USMBA).
- Keywords
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JEL Classification (Paper profile tab)D23, M12
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References36
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Tables8
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Figures0
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- Table 1. Respondents’ demographic data
- Table 2. Exploratory factor analysis (EFA) results
- Table 3. Principal components analysis (PCA) results
- Table 4. Reliability and validity of the constructs
- Table 5. Structural equation modeling (SEM) results for M1
- Table 6. Structural equation modeling (SEM) results for M2
- Table A1. Work motivation and job satisfaction measures
- Table B1. Normality results (SPSS output)
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The relationship between employee well-being and organizational trust in the context of sustainable human resource management
Vaida Jaskeviciute , Asta Stankeviciene ,
Danuta Diskiene ,
Julija Savicke
doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 118-131 Views: 2123 Downloads: 1316 TO CITE АНОТАЦІЯAs the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.
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Job stress and turnover intention revisited: evidence from Korean firms
Ji-Young Ahn ,
Wang Chaoyu
doi: http://dx.doi.org/10.21511/ppm.17(4).2019.05
Problems and Perspectives in Management Volume 17, 2019 Issue #4 pp. 52-61 Views: 1637 Downloads: 573 TO CITE АНОТАЦІЯThis study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.
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Impact of job satisfaction on training motivation
Waed Ensour ,
Dia Zeglat ,
Fayiz Shrafat
doi: http://dx.doi.org/10.21511/ppm.16(3).2018.27
Problems and Perspectives in Management Volume 16, 2018 Issue #3 pp. 337-355 Views: 1617 Downloads: 276 TO CITE АНОТАЦІЯThis study aims to introduce new insights regarding factors influencing employees’ level of training motivation through investigating the impact of job satisfaction dimensions (pay, fringe benefits, contingent rewards, promotion, supervision, co-workers, operating conditions, nature of work and communication) on training motivation.
Data were collected from 342 participants from six Jordanian ministries. The multiple regression technique was utilized to examine the predictive power of job satisfaction dimensions on training motivation. At the next stage, three sequential MR analysis rounds were conducted, each time using a different construct of training motivation (valence, instrumentality and expectancy) as a dependent variable.
The results indicate that the dimensions of job satisfaction explain a low but significant variance of the overall training motivation model. Furthermore, it was found that only three dimensions of job satisfaction (nature of work, supervision and co-workers) respectively had a positive and significant impact on training motivation, while contingent rewards had a significant but negative impact.
Regarding training motivation constructs, results indicate that the nature of work and supervision were the elements that have an impact on all constructs of training motivation. Finally, it was found that co-workers and contingent rewards had a significant impact on the training motivation constructs of expectancy (confidence in ability to learn) and valence (the perceived value of training outcomes), but no impact on instrumentality (rewards associated with learning).
