Job satisfaction is a goal of every organization and human resources department. Many studies have shown the relationship between employee satisfaction as a predictive factor for a variety of key organizational indicators such as employee commitment, employee engagement, productivity, attrition, and turnover. Engaging in well-being activities is one strategy that companies can use to boost employee satisfaction. The term “well-being” activities in Hebrew is a bit different from the common use of the word in the literature. It is a combination of the concepts of Fun Activities, Employee Experience and Perks and Benefits. In High-tech companies, there are many activities aimed at creating a positive employee experience and an attractive organizational culture. These activities include a vast range of activities such as: department events, happy hours, company events, holiday gifts, enrichment activities, sports classes (for example, yoga), and more benefits. Despite the considerable investment in this budget, there are not many studies illustrating the contribution of well-being activities to employee satisfaction and their ROI. The purpose of this study was to examine the relationship between workplace well-being activities and job satisfaction in the Israeli high-tech market. The hypothesis of this study was that there is a positive relationship between well-being activities in the workplace and satisfaction in the workplace, but also to identify which issues within the well-being policy will predict the highest level of employee satisfaction. The study was conducted among 91 employees from a variety of high-tech companies in the Israeli market. The study’s findings supported the hypothesis. Practical suggestions for organizations for the successful implementation of well-being policies are discussed.

As a result of China's evolving higher education landscape, private universities have emerged as significant players, fostering democratization and fulfilling key roles. However, these institutions face distinct challenges shaped by legal, societal, and internal factors. In the knowledge-driven economy, employee satisfaction is crucial for success. Understanding pivotal factors and conducting satisfaction surveys are essential for effective management and talent retention. This study focuses on Chengdu's private university educators, analyzing how factors like belongingness, self-actualization, and rewards influence job satisfaction. Through surveys, data analysis, and literature review, this study refines its findings and uncovers underlying causes. The study offers actionable insights for educators and institutions, aimed at enhancing job satisfaction.

The aim of this research is to explore the relationship between remuneration, job satisfaction, and employee performance. Remuneration, in this context, refer to a system synchronization that is based on performance appraisal result. In this, regard, the research employed a descriptive quantitative method, with a population comprising all University of Padjadjaran lecturers which were a total of 2,090. Furthermore, in order to gather the research sample, a probability sampling technique was employed. This technique was selected because of its reputation as the most general strategic sampling technique in quantitative research to achieve representativeness (1). The obtained result showed that there was a positive and significant relationship between the remuneration and job satisfaction of lecturers in University of Padjadjaran. Accordingly, a significant value of 0.000 < 0.05 and a t-count value of 19.330 > 1.95 was observed, meaning the H1 hypothesis in this research was accepted. It is also expedient to acknowledge that a positive and significant relationship was found between job satisfaction and the performance of the lecturers in study area. For this relationship, a significant value of 0.010 < 0.05 and a t-count value of 5.676 > 1.95 was found. These findings led to the acceptance of the H2 hypothesis proposed in this research. Similarly, the relationship between remuneration and the performance of the observed lecturers was found to be positive and significant. The observed significant value in this regard was 0.000 < 0.05 and the t-count value was 4.057 > 1.95, indicating that H3 hypothesis was also accepted. Lastly, the relationship between remuneration and employee performance mediated by job satisfaction of lecturer in University of Padjadjaran was explored, and it was found to also be positive and significant, with a significant value of 0.000 < 0.05 and a t-count value of 5.429 > 1.95. This indicated that the H4 hypothesis proposed in the research was accepted.

Purpose: This paper articulates a model that maximizes the use of e-HRM to achieve sustainable competitive advantage. It examines the indirect effects of e-HRM use on sustainable competitive advantage, through job satisfaction, employee performance, and perceived organizational politics. Design/methodology/approach: A survey approach was used to collect data from 30 organizations. A purposive sampling technique was used to select the study sample. The SPSS PROCESS Macro for running mediation analysis was used to analyze data. Findings: The findings show the indirect effect of e-HRM on sustainable competitive advantage through job satisfaction, employee performance, and perceived organizational politics. Job satisfaction has the biggest effect on achieving strategic outcomes. For organizational excellence, e-HRM use should complement other HRM practices. Practical implications: Management should pay attention to employee outcomes during the implementation of e-HRM. This study broadens the scope of the interaction between e-HRM use and sustainable competitive advantage. This study was conducted in a developing economy and demonstrated that the effects of e-HRM use on sustainable competitive advantage are not limited to developed economies. Originality/value: This study is one of the pioneering efforts to develop a model that maximizes organizational outcomes in developing countries. In addition, this study contributes to the understanding of intervening variables necessary to enhance information technology’s potential within the HR function.

In a time of a growingly age-diverse workforce, modern organizations are facing the challenge of simultaneously maintaining job satisfaction for both younger and older workers. In that regard, this study aims to analyse and further explore the difference in job expectations of employees from the IT industry who belong to different age groups. Based on the extant literature, an appropriate research model was designed, which was subsequently tested using the data gathered through the surveys conducted over the past fourteen years. The research results show that the main difference between younger and older employees within the IT industry is related to professional and personal growth. Specifically, younger employees primarily look for personal development and rapid professional advancement, which are of minor importance to their older counterparts. Intriguingly, the obtained results showed no difference between the younger and older employees regarding the work environment, including its competitiveness.

The goal of this study is to examine how external prestige (PEP) affects workplace deviations, which are mediated by job satisfaction. The study’s sample consisted of 310 respondents who work in the hospitality industry in Nigeria, and data was collected using the purposive sampling method. Structural Equation Model (SEM) tests were performed. According to the study’s findings, job satisfaction is positively influenced by PEP, but it has a negative impact on deviant conduct in the workplace. It is clear that job satisfaction plays a detrimental role in mediating the harmful impacts of perceived external status on deviant behavior at work.