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The huge growth in economies of Dubai during the past few decades requires a high level of leadership and management. Leaders who act as a mere management representative and are not able to perform in various styles cannot be effective. For a leader to show ineffectiveness means distrust, which lowers the satisfaction of a population in different a...
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... Por su parte, Zargar et al. (2019) sostiene que algunas veces la insatisfacción laboral viene desde experiencias vividas en el hogar, debido a posibles problemas que puedan estar presentándose en ese contexto y no son directamente ocasionados por problemas organizacionales. Es por lo anterior que es relevante desarrollar estudios en este tipo de variables actitudinales, luego de un periodo de confinamiento social, por consecuente de la pandemia Covid -19. ...
Objetivo: El artículo presenta los hallazgos de una investigación que tuvo como objetivo establecer la relación entre el clima y la satisfacción laboral de los empleados de una ESE proveedora de servicios de salud en el período postpandemia. Método: El estudio adoptó un enfoque cuantitativo, de tipo correlacional y diseño transversal, donde participaron 21 trabajadores de la institución. Se utilizaron encuestas tipo Likert para medir el clima laboral y el cuestionario de Satisfacción S21/26 (Meliá y Peiró, 1998) para evaluar la satisfacción laboral. Resultados: Se encontró que el clima laboral en la ESE es mayormente favorable, aunque los principales desafíos están relacionados con los estilos de liderazgo. En cuanto a la satisfacción laboral, en general es positiva, pero existen áreas de menor satisfacción, como los estilos de supervisión, la carga de trabajo y las condiciones de trabajo precarias. Se observó una relación entre ambas variables, donde los aspectos negativos del ambiente laboral influyen en la satisfacción percibida por los empleados. Conclusiones: Los resultados respaldan la relación directa entre el clima y la satisfacción laboral, destacando la importancia de mejorar el ambiente laboral para aumentar la satisfacción de los trabajadores.
... In the service industry (i.e., hotels), having employees who thrive in their jobs requires a strategic, delicate, and innovative organizational environment, which GHRM can provide [3,5]. As the tourism industry is a major contributor to greenhouse gas emissions [11], taking new initiatives to improve the business can ensure growth in the market [11], economic stability [12], and employee retention [5]. It is also important to note that green innovation can play a major role in determining how the organization improves the workplace, its processes, and strategies for employees. ...
... This research aims to investigate the relationship between GHRM and ER from the perspective of employees, recognizing them as the heart of the organization [12], and as the individuals who directly engage with GHRM practices and policies of their organizations (i.e., hotels in this case). Furthermore, the current study examines the indirect (mediating) effect of GI on the aforementioned linkage between GHRM and ER. Green innovation incorporates strategies as well as actions and/or functions of an organization [9]. ...
... This has shifted firms to push for sustainable practices and policies in their strategic decisions. Notably, in the tourism and, particularly, the hotel sector, managing the staff members as crucial touchpoints can obtain desirable results for the organization, such as increased customer satisfaction, improved job performance, enhanced image and reputation, and economic sustainability [12]. GHRM plays a key role in delivering and implementing set strategies for the employees so that the organization is strengthened internally and sustainably [4,14]. ...
The concept of Green Human Resource Management (GHRM) is regarded as a major turning point in managing human capital among firms. Sustainable practices, ecofriendly initiatives, and adequate management of employees (i.e., recruitment, training, performance, rewards, and involvement) are fundamental aspects of GHRM, which enable improvements in the performance of firms and enhanced competitiveness among their rivals. In this regard, the current study takes a quantitative approach towards analyzing GHRM practices and their effects on employee retention among hotels in the UAE. Furthermore, the indirect effect of green innovation is analyzed as a potential mediating variable that can better explain the GHRM–employee retention relationship. A total of 207 employees from five 5-star hotels were selected as participants to provide information regarding the factors under examination in this research. The collected data were analyzed using Smart-PLS v.3 and a partial least squares–structural equation modeling technique, which is a fitting technique for causal models. The perspective of employees on the outcome of GHRM initiatives and their willingness to remain in their firms can greatly contribute to the current understanding of GHRM and its effectiveness on employee retention in the context of the hotel industry of the UAE, and thus, aid practitioners and scholars alike.
... The second hypothesis, which examined the direct relationship between principals' servant leadership style and teacher job satisfaction, was also validated by the data. These findings are consistent with previous research on the subject [2,3,42], challenging the claim made by [21] that servant leadership is not commonly practiced in Bangladesh's private commercial banks. ...
The interplay of principals' religious values and servant leadership can play a prominent role in promoting job satisfaction among teachers in Bangladeshi schools and colleges. This study aimed to examine the mediating role of servant leadership style in the relationship between the principals' religious values and the job satisfaction of teachers in Bangladesh. The study surveyed 335 participants from schools and colleges using a self-administered questionnaire and analyzed the data using Partial Least Square Structural Equations Modeling (PLS-SEM) via Smart PLS 4 software. The findings showed that principals' religious values and servant leadership style have a positive impact on teachers' job satisfaction, with servant leadership serving as a mediator in the relationship. The research expands upon the servant leadership theory in an educational setting where religious values play a significant role. It offers valuable insight into the impact of principals' religious values and servant leadership style on teachers' job satisfaction. The study has practical implications, in a setting where Islam as a dominating religion, for educational administrators, as it sheds light on how principals' religious values and servant leadership impact teachers' job satisfaction in schools and colleges in Bangladesh.
... Following what was noted, this research aims to investigate the relationship between GHRM and ER from the perspective of employees, recognizing them as the heart of the organization (Zargar et al., 2019), and as the individuals who directly engage with GHRM practices and policies of their organizations (i.e., hotels in this case). Furthermore, the current study examines the indirect (mediating) effect of Green Innovation (GI) on the aforementioned linkage between GHRM and ER. Green innovation incorporates strategies as well as actions and/or functions of an organization (Bahmani et al., 2023). ...
... Strategic aspect of GI aids hotels and their HR managers to develop resilient systems via the innovativeness of their employees, which translates into enhanced organizational performance under the TBL (economic, social, and environmental) context. The core values that are created via such strategies become tools of competitive advantage in a market with high rivalry (i.e., hotels in Dubai) (Singh et al., 2020;Zargar et al., 2019). Moreover, GHRM combined with the green strategies and processes of the firm, creates a workplace, where staff can thrive through learning, improvement, motivation, support, and values addressing their social, economic, and environmental futures (Aftab et al., 2023;Asadi et al., 2020;Sharma et al., 2023). ...
... Hotels can improve their existing systems to enhance the workplace for their employees which can directly affect the satisfaction and loyalty of their customers. As employees in this sector engage with customers (Zargar et al., 2019), it is essential that hotels and their HR departments implement strategies that are directed towards retaining employees while providing them with the necessary means to improve and shine in their roles. GI as a strategic and fundamental tool can ensure that hotels are equipped with adequate managerial dedication and support towards sustainable goals, green mechanisms, engagement and involvement of the staff in the workplace as well as green initiatives that address the TBL. ...
The concept of Green Human Resource Management (GHRM) is regarded as a major turning point in managing human capital among firms. Sustainable practices, ecofriendly initiatives, and adequate management of employees (i.e. recruitment, training, performance, rewards, and involvement) are fundamental aspects of GHRM, which enable improvements in the performance of firms and enhanced competitiveness among their rivals. In this regard, the current study takes a quantitative approach towards analyzing GHRM practices and their effects on employee retention among hotels of UAE. Furthermore, the indirect effect of green innovation is analyzed as a potential mediating variable that can better explain the GHRM-employee retention relationship. A total of 207 employees from five 5*-hotels were selected as participants to provide information regarding the factors under examination in this research. The collected data is analyzed using Smart-PLS v.3 and via PLS-SEM technique. The perspective of employees on the outcome of GHRM initiatives and their willingness to remain in their firms can greatly contribute to the current understanding of GHRM and its effectiveness on employee retention in the context of hotel industry of UAE, and thus, aid the practitioners and scholars alike.
... Trust in leaders will contribute to organizational identification, in turn, motivate employees to work hard in completing tasks and cooperate with other organizational members (Aryee et al., 2002;Van Knippenberg & Van Schie, 2000). The existing literature provides evidence that trust in leaders can mediate the effects of servant leadership on various work-related outcomes such as innovative behavior (Su et al., 2020), job satisfaction (Ilkhanizadeh & Karatepe, 2018;Zargar et al., 2019), OCB, and performance (Saleem et al., 2020). The existing descriptions and theories show a possible mediating effect of trust in leaders in the relationship between servant leadership and work motivation. ...
... Servant leadership puts followers first, empowers them, and helps them develop their full personal capacities (Terosky & Reitano, 2016), which results in higher trust in leaders which in turn indicates higher job satisfaction and career satisfaction (Ilkhanizadeh & Karatepe, 2018). Several previous researchers have proven that servant leadership positively affects employee job satisfaction through the mediation of trust in leaders (Ilkhanizadeh & Karatepe, 2018;Zargar et al., 2019). When followers trust their leader, their emotions will strongly connect, thereby fostering satisfaction (Zargar et al., 2019). ...
... Several previous researchers have proven that servant leadership positively affects employee job satisfaction through the mediation of trust in leaders (Ilkhanizadeh & Karatepe, 2018;Zargar et al., 2019). When followers trust their leader, their emotions will strongly connect, thereby fostering satisfaction (Zargar et al., 2019). Thus, the fifth hypothesis is: H5: Trust in leaders mediates the relationship between servant leadership and job satisfaction of the Merauke Regency Ministry of Religious Affairs employees. ...
This study aims to examine the direct influence of servant leadership on trust in leaders, work motivation, and employee performance satisfaction. This study also examines the mediating role of trust in leaders in the influence of servant leadership on employee motivation and job satisfaction. This research is quantitative and uses a questionnaire research instrument to collect data. The sample of this study was 96 employees at the Office of the Ministry of Religious Affairs of Merauke Regency.
The data analysis method used Structural Equation Modelling Partial Least Square (SEM-PLS). The results showed that servant leadership positively affects trust in leaders, work motivation, and employee performance satisfaction. In addition, trust in leaders is proven to mediate the relationship between servant leadership and
work motivation. Trust in leaders is not proven to mediate the relationship between servant leadership and job satisfaction significantly. The findings contribute to the development of servant leadership theory and the importance of applying the servant leadership style in public sector organizations because it can increase employee trust, work motivation, and job satisfaction.
... First, aspects of available work resources such as organization support, feedback from management or levels of autonomy then, the other is through aspects of personal resources such as resilience and optimism, which will increase employee engagement with their work and their organization. Work engagement is categorized into three different components, namely, components that are psychological, emotional, and physical, which translate into being engaged (psychological), alert (emotional), and involved physical) during working hours [29]. Work engagement is useful for organization because it is considered a crucial element in creating and preserving a competitive advantage for the business. ...
The banking industry is currently one of the most competitive industries. For this reason, a leadership style is needed that can increase employee engagement to achieve better company performance. The aim of this research is to ascertain the impact of servant leadership workers' job satisfaction and trust in their leaders as mediating variables. It is conducted at government-owned banks, namely, Bank BNI, Bank BRI, Bank BTN, and Bank Mandiri. Purposive sampling was the technique employed in this study, and the sample consisted of 273 individuals who worked for government-owned banks. This study employed structural equation modeling (SEM) with AMOS software as a data analysis technique. The study's findings demonstrate that: servant leadership influences job satisfaction significantly; job satisfaction influences work engagement significantly; Trust in Leader significantly influences work engagement; job satisfaction mediates the relationship between servant leadership and work engagement; and Trust in Leader mediates the relationship between servant leadership and work engagement. There is one rejected hypothesis, namely, that employee engagement at work is not significantly impacted by servant leadership.
... The primary focus of these studies underscores the significance of leaders in promoting positive outcomes within the context of sustainable HRM [47,48]. Consequently, when employees perceive their perspectives as valuable and influential within their group, organizations can effectively foster a culture of creative conduct [49][50][51][52][53]. Zargar et al. [54] indicated that an association between employees and managers, even if present, is unlikely to be effective if trust is lacking in that relationship. The presence of trust in a leader signifies the effectiveness of the manager and underscores their positive qualities and attributes. ...
... Victor and Cullen [55] defined 'trust in leader' as a psychological state in which one party holds positive expectations towards another party, leading to a sense of comfort in displaying vulnerability and interpreting actions and intentions in a positive manner. Research has emphasized the pivotal role of leaders in generating positive outcomes for both employees and the organization [56], including job satisfaction, while also serving as a protective barrier against negative workplace experiences, such as bullying, burnout, or work-life imbalance [54,55,57,58]. As previously mentioned, establishing a relationship of trust between employees and their leaders is a crucial factor for organizations when implementing sustainable HRM practices across different contexts. ...
... This model draws inspiration from the framework proposed by Manzoor et al. [1], which highlights that sustainable HRM comprises three fundamental dimensions: selection, participation, and employee empowerment. The mediating variable of trust in leaders, as outlined by Zargar et al. [54], transpires when both involved parties, namely the employee and the manager, share a mutual respect and commitment to preserving their relationship. This entails refraining from actions that could potentially harm that relationship and trust. ...
Organizations are encouraged to integrate sustainability into their HRM practices to enhance their attractiveness as employers to prospective employees and to motivate employees to excel, which allows them to recognize the contribution they make to society and the lasting impact they create. Establishing a trusting relationship between employees and leaders emerges as a crucial factor when organizations opt to implement sustainable HRM practices across diverse contexts. Thus, this study examines the role of trust in leaders on the relationship between sustainable HRM practices and employee job performance. Consequently, we employed a quantitative approach in which a simple random sampling technique was used to collect data from 156 academic staffs of three private universities across Kyrenia in Northern Cyprus. The research hypotheses were examined through the application of Smart PLS 3.0. Our results indicated a significant impact of sustainable HRM practices on employees’ job performance, emphasizing the importance of judiciously selecting these practices while fostering a trusting relationship between leaders and employees. These findings offer organizations the opportunity to not only enhance their comprehension and awareness of strategic resource allocation but also to tailor their policies in congruence with the company’s objectives and strategies, thereby ensuring the efficient utilization of resources to enhance employee satisfaction and well-being, ultimately leading to an improvement in job performance.
... Despite the growing body of research on the role of trust in organizations (Zargar et al., 2019), the specific focus on trust in management requires further attention. This paper examines the distinct role of supervisor and coworker support, as well as meaningful work (Allan, 2017), as predictors of trust in management. ...
Purpose
This study assesses the role of trust in management on relationships between predictors (supervisor support, coworker support and meaningful work) and outcomes (job satisfaction, turnover intentions and healthy lifestyle).
Design/methodology/approach
Data from 1,302 working adults from the National Survey of Changing Workforce was used in this study. Structural equation models and mediation analyses are used to analyze the data.
Findings
Findings indicate that trust in management significantly mediates relationships between support (supervisor, coworker) and outcomes and meaningful work and outcomes. Trust in management does not mediate relationships involving turnover intentions. Gender does not have a significant impact on the findings.
Practical implications
This study shows how trust in management is increasingly important during disruptions including high levels of voluntary turnover known as the Great Resignation. Trust in management is a key factor in work involvement and organizational citizenship behaviors.
Originality/value
This novel study tests how trust mediates relationships between both organizational behavior factors and work factors in relation to outcomes. The importance of developing and sustaining trust in management is paramount because it affects work-related outcomes as well as an individual's job satisfaction and healthy lifestyle.
... In the literature review on the variables to be used in the study, there is a correlation between servant leadership and organizational trust (Joseph and Winston, 2005;Sendjaya and Pekerti, 2010;Chinomona et al., 2013;Chan and Mak, 2014;Saleem F., et al. 2020). between leadership and job satisfaction (Tischler et al., 2016;Zargar et al., 2019;Özbezek, 2022;Chiniara and Bentein, 2016;Mayer et al., 2012;Yalçıntaş and Eren 2017;Acar,2018;Aslan, 2020;Begenirbaş and Can Yalçın, 2020;Boztosun et al., 2022;Guillaume et al., 2013;Farrington and Lillah, 2019) and between organizational trust and job satisfaction (Mansura and Seyhan, 2021; Eskildsen and Dahlgaard, 2000;Hidayat and Patras, 2022;Sökmen and Kenek, 2020;Artar et al., 2019;Polat and Ay, 2020) have found many studies that found significant relationships. Within the scope of the research, 10 hypotheses were put forward and the analyses were carried out within this framework. ...
Bu çalışmanın amacı, sağlık çalışanlarının hizmetkâr liderlik algılarının iş tatmini üzerindeki etkisinde örgütsel güvenin aracılık etkisini ortaya çıkarmaktır. Araştırmanın evrenini Türkiye’de herhangi bir kamu sağlık kurumunda hizmet sunan sağlık çalışanları oluşturmaktadır. Araştırmanın örneklemi ise gönüllü katılım sağlayan 424 sağlık çalışanı oluşturmaktadır. Verilerin analiz edilmesinde betimleyici, tanımlayıcı, faktör analizi, korelasyon ve regresyon analizleri kullanılmıştır. Verilerin analizi SPSS 25 paket programı aracılığıyla gerçekleştirilmiştir. Elde edilen bulgulara göre yapılan korelasyon analizi ile kullanılan değişkenler arasında çoklu doğrusal bağlantı sorunun olmadığı görülmüştür. Araştırma modelinde 10 adet hipotez geliştirilmiş ve hepsi de kabul edilmiştir. Hizmetkâr liderliğin örgütsel güveni ve iş tatmini etkilediği ve örgütsel güvenin de iş tatminini etkilediği bulgulanmıştır. Hizmetkâr liderlik algısının iş tatminine etkisinde örgütsel güvenin çok yönlü olarak aracılık özelliğine sahip olduğu görülmüştür. Sağlık çalışanlarının hizmetkâr liderlik algıları yükseldikçe, iş tatmin düzeylerinin arttığı ve bu ilişkiye önemli oranda ve olumlu yönde yön verdiği görülmüştür Sağlık çalışanlarının hizmetkâr liderlik algıları olumlu yönde arttıkça, işe daha çok tatmin duydukları ve daha fazla örgüte güvendikleri sonucuna ulaşılmıştır.
... Gaya servant leadership telah ditemukan berhubungan positif dengan kepercayaan pada pemimpin, juga berhubungan positif dengan kepuasan kerja karyawan (Zargar et al, 2019). Servant leadership memiliki dampak yang positif bagi perilaku kewarganegaraan organisasi (Puswiartika, et al, 2019). ...
This study aims to discover the definition of servant leadership, how to implement servant leadership in organizations, and the concept of benefits and goals of the theory of servant leadership. This study uses a systematic literature review approach by analyzing 2,013 journal articles published on Scopus in 2010-2022. The final data analyzed came from 25 quantitative journals. The research results show that servant leadership is a leader who focuses on developing his subordinates and is selfless. Implementing servant leadership is by serving employees personally, providing training according to their expertise, providing motivation and advice, and also caring about the family life of the employees. The benefits of servant leadership are that it can increase employee innovation, motivation, commitment, satisfaction, work effectiveness, and trust in leaders.
