Offers reflections on the study of the determinants of voluntary turnover based on empirical research conducted since 1972 at the University of Iowa (Iowa City) by Price, Mueller and their colleagues. The largest share of this research is constituted by 33 studies, mostly theses and dissertations. Reflections are offered about the causal model used and the measures advanced. Alternative models of voluntary turnover are described and possible future research is indicated. A measurement Appendix is also presented. The purpose of the paper is to improve the explanation of voluntary turnover.

Reports on the results of a survey of 220 front-line supervisors in Hong Kong using the job descriptive index (JDI) to investigate the perceived impact of total quality management (TQM) programmes on job satisfaction. Shows that the respondents were much less satisfied with the work dimension than with other JDI dimensions such as supervision and co-workers. TQM programmes seemed to have no impact on pay and promotion. The respondents perceived that the TQM programmes had led to a variety of changes which made their jobs more demanding, requiring greater individual skill and accuracy, but did not make their jobs more interesting and important. Discusses significance of these findings in the context of the need to provide employee satisfaction in total quality management.

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.

Purpose – The aim of this article is to gain insight into some of the human capital development (HCD) policies that enhance employee satisfaction. A salient focus of the study is to assess whether employees in globalised foreign-owned MNCs are likely to be more satisfied with the HCD policies than with the practices employed by locally owned MNCs.

Design/methodology/approach – Specifically, four MNCs in the chemical industry, which were selected based on equity ownership, were analysed to ascertain whether employees in these MNCs in Malaysia are satisfied with the HCD policies by providing an account of the satisfaction level of the employees with the HCD policies in these four Malaysian MNCs.

Findings – A main conclusion from the findings of this research is that respondents in European MNCs are generally more satisfied than respondents in Asian-owned MNCs with the HCD policies of the company. On the whole, European MNCs place more importance in HCD but it cannot be concluded that foreign-owned MNCs have better HCD policies and hence higher employee satisfaction with the HCD policies compared with locally owned MNCs.

Research limitations/implications – Similar research could be conducted on a larger sample, incorporating MNCs of different equity ownership, to determine how HCD policies of globalised MNCs affect employee satisfaction. Further research could be extended to different regions and sectors.

Practical implications – It provides an insight of desirable HCD practices that human capital practitioners could develop to create competitive advantage through their human capital assets.

Originality/value – In addition to identifying the relevant HCD practices, commentary is provided of current knowledge in terms of best HCD practices that could be emulated by local organisations as well as other institutions in the Asia Pacific region.

Purpose – The purpose of this study was to investigate the perceived gender differences in pay and promotion of bank managers in Nigeria, and how these differences affect job overall satisfaction of male and female bank managers in selected banks in Nigeria.

Design/methodology/approach – The population for this study comprised bank managers who were members of the Chartered Institute of Bankers of Nigeria. A total of 800 questionnaires were sent to potential respondents chosen from 50 banks. A total of 512 usable questionnaires were returned giving a response rate of 64 percent.

Findings – Results of this study indicate that a salary differential does exist between male and female bank managers in Nigeria. Male managers were more satisfied with their salary than their female colleagues. Results also indicated that there were gender differences in promotion. Male managers were overall more satisfied with their company promotion policies than their female counterparts.

Research limitations/implications – This research is limited to the banking industry. Thus, the results cannot be generalized to other industrial sectors of the economy. This study needs to be replicated in other organizations using the same method.

Practical implications – The study offers practical suggestions to the banking industry and human resources managers on how to recruit, pay, promote and retain women managers as well as to maintain gender equity in the industry.

Originality/value – The study examines gender related issues in a developing economy this is under-researched area. It offers recommendations on how to provide opportunities for women to excel in the banking industry in a developing economy.

Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organizational outcomes--organizational commitment and subordinate's evaluation of supervisor. However, procedural and distributive justice also interacted in predicting organizational outcomes. We discuss limitations of this study and directions for future research.

For a sample of young workers, "promotion" involved no change in position or duties; promotion was more likely for males than females and Whites than Blacks or Hispanics. Company training and prior promotions were important predictors. Promotion did not appear to have a direct impact on job satisfaction.