Identification of predictors’ effects on perceiving the ethical climate and job satisfaction within Serbian tourism industry

The influence of sleep on job satisfaction: examining a serial mediation model of psychological capital and burnout

Introduction

This study draws on the conservation of resources theory to investigate whether the loss of sleep can trigger the loss of additional resources that are necessary for work.

Methods

Using cross-sectional design of 322 call center employees working at a government-owned public bank in South Korea, we test the study hypotheses using regression and bootstrapping indirect effects analyses.

Results

The results of analyses show that insufficient sleep increases employee burnout and that psychological capital mediates this relationship. We also find that insufficient sleep decreases job satisfaction via a serial mediation model such that insufficient sleep reduces psychological capital, which in turn increases burnout, and ultimately results in lower job satisfaction.

Discussion

The findings reinforce the previous assessment that although sleep is a non-work factor, its impact spills over to the workplace. Theoretically, this study goes beyond direct effect to uncover the underlying or mediating mechanisms that account for the impact of the sleep-burnout relationship and the sleep-job satisfaction relationship. For managers, the results highlight the significance of sleep to employees' overall health and well-being and thus underscore the need to foster a work culture that recognizes and prioritizes employee sleep needs.

The impact of talent management on ethical behavior and intention to stay in the organization

What has been called the war for talent in companies has become a key element in organizations that want to be competitive. Talent management has already been studied and verified in terms of its impact on performance and productivity, and this has led to more and more research generating a professional and scientific interest with other variables, such as ethical behavior. In the present study it is verified, through a model of structural equations, that the organizations that apply strategies of talent management have more ethical behaviors and intention to stay. Talent management and ethical behavior would reinforce work environments, by restoring confidence in the organization. Likewise, talent management implies greater loyalty of talent, that is an antecedent of the intention to stay in the organization.