ABSTRACT
The competition in higher education has increased, while lecturers are involved in multiple assignments that include teaching, research and publication, consultancy, and community services. The demanding nature of academia leads to excessive work load and stress among academicians in higher education. Notably, offering the right motivational mix could lead to job satisfaction and performance. The current study aims to demonstrate the effects of extrinsic and intrinsic motivational factors influencing job satisfaction and job performance among academicians working in Malaysian private higher educational institutions (PHEIs). Cross-sectional data were collected from the Malaysian PHEIs and the randomly selected 343 samples. The data analysis was performed with the dual analysis of partial least square structural equation modeling (PLS-SEM) and artificial neural network (ANN) analysis. As a result, it was found that financial rewards, promotion, performance appraisal, classroom environment, and code of conduct significantly predicted job satisfaction. The code of conduct, autonomy, and self-efficacy strongly influenced job performance. The relationship between job satisfaction and job performance was highly moderated by self-efficacy. It was suggested from the ANN analysis that the three prominent factors influencing job satisfaction are financial rewards, performance appraisal, and code of conduct. The analysis supported three significant factors influencing job performance: self-efficacy, performance appraisal, and code of conduct. The management of PHEIs should build the correct policies to transform job satisfaction into job performance. Self-efficacy plays an essential role in activating job performance. Other significant motivating factors that promote job satisfaction and performance, such as emotional intelligence, mindfulness, and other personal traits, should be included in future studies. In addition, future research could use a mixed-method or multi-respondent approach to investigate the important variables and their impact on lecturers' job satisfaction and performance.
ABSTRACT
Introduction: Studies have shown that there is a growing interest in corporate social responsibility (CSR) and talent management, and the identified links between their aspects. Thus, the current study examined the relationship between socially responsible human resource management (SRHRM)-identified as CSR strategies and practices directed at employees to underpin the effectiveness of CSR implementation-and talent retention. In addition, this study employed a mediation-moderation framework with employee attitude (motivation and trust) as a mediating variable and other-regarding value orientation (ORVO) as a moderating variable. Thus, the current study contributes to talent management and CSR current knowledge by analyzing the depth of the relationship by way of exploring the moderating and mediating process. It answers the "how" and "when" questions and explains the mechanism through which an organization can use its socially responsible HRM practices for retaining talented employees. Methods: A total of 418 people from the Klang Valley area in Malaysia participated in the study. The hypotheses in the study were tested using PLS structural equation modeling. Results: The results of the study showed that (a) perceived SRHRM was positively related to talent retention, (b) this relationship was partially mediated by the employee's attitude (motivation and trust), and (c) ORVO did not moderate the relationship between perceived SRHRM and talent retention. Discussion: Furthermore, the study findings provide concrete and actionable recommendations on how to formulate and implement appropriate SRHRM policies and practices as they are not only essential for the successful implementation of external CSR programs but also essential for retaining talented employees and for improving their motivation and organizational trust.