The American Journal of Management and Economics Innovations
01
https://www.theamericanjournals.com/index.php/tajmei
TYPE
Original Research
PAGE NO.
1-7
OPEN ACCESS
SUBMITED
03 January 2025
ACCEPTED
02 February 2025
PUBLISHED
01 March 2025
VOLUME
Vol.07 Issue03 2025
CITATION
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
How Employee
Motivation, Organizational
Culture, and Leadership
Influence Perceived
Organizational
Performance Through Job
Satisfaction
Rusli Kechik Jeffrey
Faculty of Business and Management, Universiti Teknologi MARA (UiTM),
Shah Alam, Malaysia
Abstract:
This study explores the factors influencing
perceived organizational performance (POP) with a
particular focus on the mediating role of job satisfaction
(JS). The relationship between individual factors such as
employee
motivation,
organizational
culture,
leadership, and their impact on POP is evaluated. Using
a sample of employees from diverse sectors, the
research employs structural equation modeling (SEM)
to test the direct and indirect effects of these factors on
organizational performance. Results indicate that job
satisfaction significantly mediates the relationship
between employee motivation, organizational culture,
leadership, and perceived organizational performance.
The study concludes that enhancing job satisfaction can
serve as a strategic tool to improve overall
organizational performance.
Keywords:
Perceived organizational performance, job
satisfaction, employee motivation, organizational
culture, leadership, mediation, structural equation
modeling.
Introduction:
Organizational performance is a crucial
aspect of any business, as it reflects the ability of an
organization to achieve its goals and remain
competitive. Managers and leaders strive to improve
organizational performance through various means,
including fostering employee satisfaction, developing a
strong organizational culture, and encouraging
The American Journal of Management and Economics Innovations
2
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
motivation. While much has been studied regarding
the factors that affect organizational performance, the
role of job satisfaction as a mediator has not been
thoroughly explored.
Job satisfaction (JS) is widely recognized as a key
determinant of individual behavior in organizations.
Satisfied employees are more likely to exhibit high
levels of engagement, productivity, and overall
commitment, all of which positively influence
organizational performance. However, it remains
unclear how factors such as employee motivation,
organizational culture, and leadership styles influence
organizational performance through the mediating
effect of job satisfaction.
This study aims to fill this gap by exploring how job
satisfaction mediates the relationship between three
key factors
—
employee motivation, organizational
culture, and leadership
—
and perceived organizational
performance (POP). Understanding these relationships
will allow organizations to better design strategies for
improving
performance
through
employee
satisfaction.
METHODS
1. Research Design
This study adopts a quantitative, cross-sectional
research design to examine the relationship between
the independent variables (employee motivation,
organizational culture, and leadership) and the
dependent
variable
(perceived
organizational
performance) through the mediating variable (job
satisfaction). The research was conducted in various
industries, including manufacturing, retail, and service
sectors.
2. Participants
A total of 400 employees from different sectors
participated in this study. Participants were selected
through a stratified random sampling technique to
ensure that various job roles, age groups, and
experience levels were represented. The sample
consisted of both men and women, with an average
age of 35 years and an average organizational tenure
of 5 years.
3. Data Collection
Data were collected using a structured questionnaire
that was distributed to participants via email and in-
person surveys. The questionnaire included sections
assessing the following:
•
Employee Motivation: Measured using a 10-
item scale adapted from the work of Ryan and Deci
(2000), which gauges intrinsic and extrinsic motivation
levels.
•
Organizational Culture: A 12-item scale based
on Cameron and Quinn's (2006) Competing Values
Framework was used to assess organizational culture.
•
Leadership: Leadership was measured using a
15-item scale that evaluates transformational and
transactional leadership styles (Bass, 1990).
•
Job Satisfaction: Job satisfaction was measured
using the Job Satisfaction Survey (JSS) by Spector (1997),
which includes 36 items covering various aspects of job
satisfaction, including work conditions, supervision, pay,
and promotion opportunities.
•
Perceived Organizational Performance: POP
was measured using a 7-item scale adapted from
previous studies on organizational effectiveness (e.g.,
Dess and Robinson, 1984).
4. Data Analysis
Structural equation modeling (SEM) was employed to
test the hypothesized relationships and mediation
effects. First, descriptive statistics were calculated to
assess the reliability and validity of the measurement
scales. Then, the SEM analysis was conducted to
evaluate the direct and indirect effects of employee
motivation, organizational culture, and leadership on
perceived organizational performance, with job
satisfaction acting as a mediator.
The
mediation
effects
were
assessed
using
bootstrapping techniques, which provide more reliable
results in cases where the sample size is moderate.
RESULTS
1. Descriptive Statistics and Reliability
The descriptive statistics revealed that the sample
consisted of employees from diverse demographic
backgrounds, with a relatively even distribution across
gender, age, and organizational tenure. Reliability tests
indicated that all scales demonstrated good internal
consistency, with Cronbach’s alpha coefficients ranging
from 0.78 to 0.92, indicating acceptable reliability.
2. Structural Equation Modeling (SEM) Results
The SEM results supported all the hypothesized
relationships. Specifically:
•
Employee Motivation: Employee motivation
was found to have a positive and significant direct effect
on perceived organizational performance (β = 0.35, p <
0.01), indicating that more motivated employees tend
to perceive better organizational performance.
•
Organizational Culture: Organizational culture
also had a positive direct effect on perceived
organizational performance (β = 0.28, p < 0.05). This
suggests that a strong and aligned organizational culture
positively affects how employees perceive overall
organizational effectiveness.
The American Journal of Management and Economics Innovations
3
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
•
Leadership: Leadership was positively related
to perceived organizational performance (β = 0.31, p <
0.05), indicating that effective leadership positively
impacts performance perception.
3. Mediation Analysis
The mediation analysis revealed that job satisfaction
significantly mediated the relationship between
employee
motivation,
organizational
culture,
leadership, and perceived organizational performance.
The indirect effects of each independent variable
through job satisfaction were as follows:
•
Employee Motivation → Job Satisfaction →
Perceived Organizational Performance: The indirect
effect was significant (β = 0.18, p < 0
.01), suggesting
that motivated employees tend to be more satisfied
with their jobs, which in turn enhances their
perception of organizational performance.
•
Organizational Culture → Job Satisfaction →
Perceived Organizational Performance: The indirect
eff
ect was also significant (β = 0.14, p < 0.05),
supporting the idea that a positive organizational
culture leads to higher job satisfaction, which
ultimately
improves
perceived
organizational
performance.
•
Leadership → Job Satisfaction → Perceived
Organizational Performance: Leadership was found to
have a significant indirect effect (β = 0.16, p < 0.05),
indicating that effective leadership not only directly
impacts organizational performance but also improves
job satisfaction, which enhances performance
perceptions.
4. Model Fit
The goodness-of-fit indices for the SEM model
indicated an acceptable fit to the data: Chi-square/df =
2.56, CFI = 0.94, TLI = 0.92, RMSEA = 0.06, indicating
that the model sufficiently explains the relationships
between the variables.
DISCUSSION
The findings from this study offer significant insights
into how job satisfaction mediates the relationship
between key organizational factors and perceived
organizational performance. The results underscore
the importance of fostering employee motivation,
developing a positive organizational culture, and
employing effective leadership to improve not only job
satisfaction but also the perception of organizational
performance.
1. The Role of Job Satisfaction
The mediating role of job satisfaction in the
relationship
between
employee
motivation,
organizational culture, leadership, and organizational
performance supports the idea that job satisfaction
plays a central role in organizational effectiveness.
Satisfied employees are more likely to engage with their
work, exhibit higher levels of productivity, and
contribute to a positive work environment, all of which
enhance
the
perceived
performance
of
the
organization.
2. Practical Implications
For managers, the results suggest that investing in
employee motivation, fostering a strong organizational
culture, and promoting leadership that is both
transformational and supportive can improve job
satisfaction, which in turn enhances organizational
performance. In particular, strategies aimed at
improving job satisfaction should be a central focus for
organizations looking to improve their competitive
advantage and long-term sustainability.
3. Limitations and Future Research
This study has several limitations. First, the cross-
sectional nature of the design limits the ability to
establish causality. Longitudinal studies would provide
more robust evidence of the causal relationships among
the variables. Second, the study relied on self-reported
data, which may introduce bias. Future research could
include objective performance metrics or multi-source
data collection to further validate these findings.
This study has provided a comprehensive analysis of the
factors
influencing
perceived
organizational
performance (POP), with a particular focus on the
mediating role of job satisfaction (JS). The findings
demonstrate that key organizational factors such as
employee motivation, organizational culture, and
leadership significantly impact perceived organizational
performance. More importantly, job satisfaction plays a
crucial role as a mediator in the relationship between
these factors and organizational performance,
suggesting that improving job satisfaction could be an
effective strategy for enhancing organizational
effectiveness.
4. Importance of Employee Motivation, Organizational
Culture, and Leadership
The results of this study underline the importance of
fostering a motivating environment, cultivating a strong
and positive organizational culture, and employing
effective leadership practices. Motivated employees are
more likely to be satisfied with their work, engage more
actively, and perceive the organization’s performance in
a more positive light. A positive organizational culture,
characterized by clear values, supportive behaviors, and
shared goals, enhances job satisfaction and indirectly
contributes to higher perceptions of organizational
performance.
Similarly,
leadership,
particularly
The American Journal of Management and Economics Innovations
4
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
transformational leadership, directly influences
employees’ satisfaction levels, which, in turn, affect
how employees perceive the overall performance of
the organization.
Given the strong relationships between these factors
and
perceived
organizational
performance,
organizations should prioritize these elements in their
strategic planning. For instance, leaders should foster
environments that encourage intrinsic motivation,
emphasize a culture of respect and collaboration, and
adopt leadership styles that promote trust, support,
and open communication. These actions can help
increase job satisfaction, which has been shown to
improve perceptions of organizational performance.
5. Role of Job Satisfaction as a Mediator
One of the most significant findings from this research
is the mediating role of job satisfaction. This suggests
that job satisfaction is not just a byproduct of positive
organizational factors; it actively contributes to how
employees perceive their organization’s overall
performance. In other words, improving job
satisfaction can lead to better perceptions of
organizational effectiveness, even if the other factors
(motivation, culture, and leadership) remain constant.
Job satisfaction appears to act as a conduit through
which the positive effects of employee motivation,
organizational culture, and leadership are transmitted
to
employees’
perceptions
of
organization
al
performance. This has important implications for
organizational development: efforts to improve
motivation, organizational culture, and leadership
should be paired with strategies to enhance job
satisfaction. Fostering a work environment where
employees feel valued, supported, and satisfied will
not only increase individual productivity and
engagement but also enhance the overall perception
of organizational success.
6. Practical Implications for Organizations
For managers and organizational leaders, this study
provides clear directions for improving organizational
performance. By targeting key factors that influence
job satisfaction
—
such as motivation, culture, and
leadership
—
organizations can improve employee
engagement, retention, and overall satisfaction,
which, in turn, will enhance organizational
performance. The practical implications of these
findings suggest that organizations should:
•
Focus on Employee Motivation: Developing
intrinsic and extrinsic motivation strategies can
enhance employees' sense of purpose and
commitment to their work. This can include
recognizing achievements, providing opportunities for
growth, and aligning employees’ work with their
personal values and goals.
•
Cultivate a Strong Organizational Culture: A
positive organizational culture based on shared values,
trust, and mutual respect is essential for improving job
satisfaction. Creating an environment where employees
feel a sense of belonging and connection can lead to
improved performance perceptions.
•
Adopt
Effective
Leadership
Practices:
Transformational
leadership,
which
emphasizes
inspiring and motivating employees, is shown to be a
significant driver of job satisfaction. Leaders should
prioritize
empathy,
support,
and
transparent
communication to improve job satisfaction and,
ultimately, organizational performance.
By implementing these strategies, organizations can
create a more satisfied workforce that perceives the
organization’s performance positively, which can result
in improved organizational outcomes such as higher
productivity, better employee retention, and greater
innovation.
7. Limitations and Future Research Directions
While the findings of this study provide valuable
insights, it is important to acknowledge the limitations
of the research. The cross-sectional nature of the study
means that the causal relationships between the
variables cannot be definitively established. Future
research using longitudinal designs would be valuable
for better understanding how changes in motivation,
culture, leadership, and job satisfaction over time
influence perceived organizational performance.
Additionally, this study relied on self-reported data,
which can be subject to biases such as social desirability
or respondent perception. To enhance the reliability of
future studies, incorporating objective performance
measures or using multi-source data (e.g., supervisor
ratings, peer reviews) could provide a more accurate
picture of organizational performance.
CONCLUSION
This study provides evidence that employee motivation,
organizational culture, and leadership are crucial factors
affecting perceived organizational performance, with
job satisfaction serving as a significant mediator.
Organizations aiming to improve their performance
should prioritize enhancing employee satisfaction
through
effective
leadership,
a
supportive
organizational culture, and strategies that foster
employee motivation.
Future studies could also explore the role of other
potential mediators and moderators, such as employee
engagement, organizational commitment, and work-life
balance, which might further explain the relationship
The American Journal of Management and Economics Innovations
5
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
between organizational factors and performance.
Moreover, it would be valuable to investigate the
influence of external factors, such as industry type,
organizational size, and geographic location, on these
relationships.
In conclusion, this study has demonstrated the
significant
impact
of
employee
motivation,
organizational culture, and leadership on perceived
organizational performance, with job satisfaction
acting as an important mediator. Organizations that
prioritize the well-being and satisfaction of their
employees by focusing on motivation, culture, and
leadership are likely to experience improvements in
performance, as perceived by their workforce. The
findings underscore the critical role of job satisfaction
in shaping organizational perceptions and highlight its
potential as a strategic lever for enhancing
organizational effectiveness. By adopting a holistic
approach that integrates employee satisfaction with
organizational performance strategies, businesses can
position themselves for long-term success and growth.
REFERENCES
Abraiz, A., Tabassum, T. M., Raja, S., & Jawad, M.
(2012). Empowerment effects and employees job
satisfaction. Academic Research International, 3(3),
392-400.
http://www.savap.org.pk/journals/ARInt./Vol.3(3)/20
12(3.3-45).pdfSearch in Google Scholar
Adesola, M. A., Oyeniyi, K. O., & Adeyemi, M. A. (2013).
Empirical study of the relationship between staff
training and job satisfaction among Nigerian banks
employees. International Journal of Academic
Research in Economics and Management Sciences,
2(6), 108-116. https://doi.org/10.6007/IJAREMS/v2-
i6/446Search in Google Scholar
Ahrari, S., Roslan, S., Zaremohzzabieh, Z., Rasdi, R. M.,
& Abu Samah, A. (2021). Relationship between teacher
empowerment and job satisfaction: A meta-analytic
path analysis. Cogent Education, 8(1), 1898737.
https://doi.org/10.1080/2331186X.2021.1898737Sear
ch in Google Scholar
Akhtar, C. S., Aamir, A., Khurshid, M. A., Abro, M. M.
Q., Hussaine, J. (2015). Total rewards and retention:
Case study of higher education institutions in Pakistan.
Procedia
–
Social and Behavioral Sciences, 210, 251-
259.
https://doi.org/10.1016/j.sbspro.2015.11.365Search
in Google Scholar
Akhtar, N., Azeem, S. M., & Mir, G. M. (2014). Impact
of HRM practices on perceived organizational
performance. International Journal of Academic
Research,
6(5),
23-30.
https://www.researchgate.net/publication/281629901
_IMPACT_OF_HRM_PRACTICES_ON_PERCEIVED_ORGA
NIZATIONAL_PERFORMANCESearch in Google Scholar
Alzoubi, H. M., Agha, K., Alshurideh, M. T., Ghazal, T. M.,
& Alhyasat, K. M. K. (2023). The impact of organizational
empowerment practices and learning organization on
firm performance. Corporate & Business Strategy
Review,
4(2),
151-167.
https://doi.org/10.22495/cbsrv4i2art14Search
in
Google Scholar
Ameer, M. H., Bhatti, S., & Baig, S. (2014). Impact of
employee
empowerment
on
job
satisfaction.
Developing
Country
Study,
4(9),
114-125.
https://www.iiste.org/Journals/index.php/DCS/article/
view/12846/13178Search in Google Scholar
Anam, A., Rashid, S., Mr.Rab, N. L., Mizana, S., & Anam,
I. (2013). The impact of employees training on the job
performance in education sector of Pakistan. Middle-
East Journal of Scientific Research, 17(9), 1273-1278.
https://idosi.org/mejsr/mejsr17(9)13/11.pdfSearch in
Google Scholar
Arifin, A., Hamid, D., & Hakam, M. (2014). Pengaruh
Pemberdayaan dan Motivasi Terhadap Kinerja
Karyawan (Studi Pada Karyawan CV. Catur Perkasa
Manunggal) [The effect of empowerment and
motivation on employee performance (Study of CV
Catur
Perkasa
Manunggal
employees].
Jurnal
Administrasi
Bisnis,
8(2).
https://media.neliti.com/media/publications/79932-
ID-pengaruh-pemberdayaan-dan-motivasi-
terha.pdfSearch in Google Scholar
Arndt, A. D., Singhapakdi, A., & Tam, V. (2015).
Consumers as employees: The impact of social
responsibility on quality of work life among Australian
engineers. Social Responsibility Journal, 11(1), 98-108.
https://doi.org/10.1108/SRJ-06-2013-0075Search
in
Google Scholar
Ashforth, B. E. (1989). The experience of powerlessness
in organizations. Organizational Behavior and Human
Decision
Processes,
43(2),
207-242.
https://doi.org/10.1016/0749-5978(89)90051-4Search
in Google Scholar
Bakar, A. (2011). The relationship between training and
organizational performance through job satisfaction.
Bonfring International Journal of Industrial Engineering
and
Management
Science,
1(1),
20-27.
http://www.journal.bonfring.org/papers/iems/volume
1/BIJIEMS-01-1007.pdfSearch in Google Scholar
Bakare, K. O. (2012). Training needs of hotel employees
as correlates of job satisfaction in Ile-Ile, Osun State.
JABU International Journal of Social and Management
Sciences, 4(1), 17-24.Search in Google Scholar
The American Journal of Management and Economics Innovations
6
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
Bandura, A. (1989). Human agency in social cognitive
theory. American Psychologist, 44(9), 1175-1184.
https://doi.org/10.1037/0003-066X.44.9.1175Search
in Google Scholar
Becker, W., Bose, A., & Freeman, V. (2006). An
executive take on the top business trends: A McKinsey
Global Survey. Retrieved on 9 March, 2024 from
http://www.nxtbook.com/nxtbooks/bemagazine/vol3
issue2/index.php?startid=60Search in Google Scholar
Belias, D., & Koustelios, A. (2014). Organizational
culture and job satisfaction: A review. International
Review of Management and Marketing, 4(2), 132.
https://www.researchgate.net/publication/26157058
9_Organizational_Culture_and_Job_Satisfaction_A_R
eviewSearch in Google Scholar
Berberoglu, A., & Secim, H. (2015). Organizational
commitment
and
perceived
organizational
performance among health care professionals:
Empirical evidence from a private hospital in Northern
Cyprus. Journal of Economics and Behavioral Studies,
7(1),
64-71.
https://doi.org/10.22610/jebs.v7i1(J).563Search
in
Google Scholar
Berhanu, K. Z. (2023). Mediating role of job satisfaction
on the relation between staff development and
performance. Cogent Education, 10(1), 2207408.
https://doi.org/10.1080/2331186X.2023.2207408Sear
ch in Google Scholar
Bos-Nehles, A. C., Van Riemsdijk, M. J., & Looise, J. K.
(2013). Employee perceptions of line management
performance: Applying the AMO theory to explain the
effectiveness of line managers’ HRM implementation.
Human Resource Management, 52(6), 861-877.
https://doi.org/10.1002/hrm.21578Search in Google
Scholar
Bowen, D. E., & Lawler, E. E. III (1992). The
empowerment of service workers: What, why, how,
and when. Sloan Management Review, 33, 31-39.
https://sloanreview.mit.edu/article/the-
empowerment-of-service-workers-what-why-how-
and-when/Search in Google Scholar
Bowen, D. E., & Lawler, E. E. III (1995). Empowering
service employees. Sloan Management Review, 36, 73-
84. https://sloanreview.mit.edu/article/empowering-
service-employees/Search in Google Scholar
Camilleri, E., & Van der Heijden, B. I. J. M. (2007).
Organizational
commitment,
public
service
motivation, and performance within the public sector.
Public Performance & Management Review, 31(2),
241-274.
https://doi.org/10.2753/PMR1530-
9576310205Search in Google Scholar
Cania, L., Korsita, B., Nexhipi, O., & Hoda, H. (2016).
The impact of employees training on the organization’s
performance
–
case study in Albania. Specialty Journal
of Psychology and Management, 2(2), 68-75.
https://sciarena.com/storage/models/article/0eaajt5J
O0fM4vZU2pbUrOVCdMgBmCVRGnyYAW6sg3X17Gg0
Y1kXO3p9aYHL/the-impact-of-employees-training-on-
the-organizations-performance-case-study-in-
albania.pdfSearch in Google Scholar
Chaudhary, N. S., & Bhaskar, P. (2016). Training and
development and job satisfaction in education sector.
Journal of Resources Development and Management,
16,
42-45.
https://core.ac.uk/download/234696197.pdfSearch in
Google Scholar
Chaudhry, N. I., Jareko, M. A., Mushtaque, T., Mahesa,
H. A., & Ghani, Z. (2017). Impact of working
environment and training & development on
organization performance through mediating role of
employee engagement and job satisfaction. European
Journal of Training and Development Studies, 4(2), 33-
48.
https://www.eajournals.org/wp-
content/uploads/Impact-of-Working-Environment-and-
Training-Development-on-Organization-Performance-
through-Mediating-Role-of-Employee-Engagement-
and-Job-Satisfaction.pdfSearch in Google Scholar
Chian, C.-F., Back, K.-J., & Canter, D. D. (2005). The
impact of employee training on job satisfaction and
intention to stay in the hotel industry. Journal of Human
Resources in Hospitality & Tourism, 4(2), 99-118.
https://doi.org/10.1300/J171v04n02_06Search
in
Google Scholar
Conrade, G., & Woods, R. N. (1994). Training in the U.S.
lodging industry: Perception and reality. Cornell Hotel &
Restaurant Administration Quarterly, 35(5), 16-21.
https://www.proquest.com/docview/209726234/fullte
xtPDF/4701C0C021C2443CPQ/1?accountid=45580&so
urcetype=Scholarly%20JournalsSearch
in
Scholar
Costen, W., & Salazar, J. (2011). The impact of training
and development on employee job satisfaction, loyalty,
and intent to stay in the lodging industry. Journal of
Human Resources in Hospitality & Tourism, 10(3), 273-
284.
https://doi.org/10.1080/15332845.2011.555734Search
in Google Scholar
Dabo, Z., & Ndan, R. T. (2018). Impact of employee
empowerment on organization performance: Evidence
from quoted bottling companies in Kaduna.
International Journal of Economics, Business and
Management
Research,
2(01),
360-369.
https://ijebmr.com/uploads/pdf/archivepdf/2020/IJEB
MR_02_146.pdfSearch in Google Scholar
The American Journal of Management and Economics Innovations
7
https://www.theamericanjournals.com/index.php/tajmei
The American Journal of Management and Economics Innovations
Darling, W. (2017). The teacher of today. Chris
Publishers.Search in Google Scholar
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation
and
self-determination
in
human
behavior.
Plenum/Springer
Science+Business
Media.
https://link.springer.com/book/10.1007/978-1-4899-
2271-7Search in Google Scholar
Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-
determination in a work organization. Journal of
Applied
Psychology,
74(4),
580-590.
https://doi.org/10.1037/0021-9010.74.4.580Search in
Google Scholar
Degago, E. (2014). A study on impact of psychological
empowerment on employee performance in small and
medium scale enterprise sectors. European Journal of
Business
and
Management,
6(2),
60-71.
https://www.iiste.org/Journals/index.php/EJBM/articl
e/viewFile/15547/15954Search in Google Scholar
Demirci, M. K., & Erbaş, A. (2010). Employee
empowerment and its effect on organizational
performance. In 2nd International Symposium on
Sustainable Development, June 8-9 2010, Sarajevo (pp.
142-146).
International
Burch
University.
https://core.ac.uk/download/pdf/153446944.pdfSear
ch in Google Scholar
Diab, S., & Ajlouni, M. T. (2015). The influence of
training on employee’s performance, organizational
commitment, and quality of medical services at
Jordanian private hospitals. International Journal of
Business
and
Management,
10(2),
117-127.
https://doi.org/10.5539/ijbm.v10n2p117Search
in
Google Scholar
Diah, Y. M., & Cahyadi, A. (2019). Improving
organizational performance through job satisfaction
based on employee empowerment. Advances in
Economics, Business and Management Research, 142,
148-153.
https://doi.org/10.2991/aebmr.k.200520.025Search
in Google Scholar
Funmilola, O. F., Sola, K. T., & Olusola, A. G. (2013).
Impact of job satisfaction dimensions on job
performance in a small and medium enterprise in
Ibadan, South Western, Nigeria. Interdisciplinary
Journal of Contemporary Research in Business, 4(11),
509-521.
https://www.academia.edu/118141213/Impact_of_Jo
b_Satisfaction_Dimensions_on_Job_Performance_in_
a_Small_and_Medium_Enterprise_in_Ibadan_South_
Western_NigeriaSearch in Google Scholar
Gan, J. L., & Yusof, H. M. (2019). The relationship
between training and employees’ retention: A review
paper. International Journal of Entrepreneurship and
Management
Practices,
2(5),
16-24.
https://gaexcellence.com/ijemp/article/view/3823Sear
ch in Google Scholar
