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Open research questions in Employee Performance and Management

59 unresolved questions extracted from the limitations and future-work sections of 1,256 Employee Performance and Management papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • Practical Limitations The time period of the studies used in the meta-analysis may cover a wide range. However, job satisfaction and motivation dynamics may change over time. Therefore, analyses made with old data may not fully reflect current trends. The measurement tools and methods used in different studies may vary. This may make it difficult to assess the relationship between job satisfaction and motivation in a consistent manner. In particular, the use of subjective measurements may cause deviations in the results.

    THE RELATIONSHIP BETWEEN JOB SATISFACTION AND EMPLOYEE MOTIVATION: AN EXAMINATION WITH META ANALYSIS METHOD · 2026 · DOI

  • The findings reinforce the theoretical proposition that well-internalized organizational values positively influence employee work behavior and performance, while also highlighting that Core Values alone are insufficient as the sole determinant of performance improvement without being accompanied by a comprehensive and integrated HR management system.

    The Effect of ASN Core Values BerAKHLAK on Employee Performance at the Solok Regency Education Office · 2026 · DOI

  • These results indicate that improving professionalism and work ethic alone is insufficient to enhance ASN performance unless accompanied by strong organizational commitment.

    Pengaruh Profesionalisme dan Etos Kerja terhadap Kinerja ASN melalui Komitmen pada Dinas Pendidikan Maluku Barat Daya · 2026 · DOI

  • 214–225. Management, https://doi.org/10.21511/PPM.21(4).2023.17 21(4), in Yuwono, H., Gunawan, D. R., Eliyana, A., Anggraini, R. D., Herlambang, P., & Jalil, N. I. A. (2022). Transformational leaders’ approach to overcapacity: A study in correctional 2919 JURNAL LENTERA BISNIS Volume 15, Nomor 2, Mei 2026 ISSN Cetak 2252-9993, ISSN Online 2598-618X DOI: 10.34127/jrlab.v15i2.2248 institutions. https://doi.org/10.1371/journal.pone.0276792 PLoS ONE, 17(11 November), 1–18.

    PENGARUH LINGKUNGAN KERJA, KEPEMIMPINAN TRANSFORMASIONAL, MOTIVASI TERHADAP KINERJA KARYAWAN MELALUI KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI · 2026 · DOI

  • 162–174. Management, https://doi.org/10.21511/ppm.19(3).2021.14 Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. Health Care Manager, 39(3), 117– 121. https://doi.org/10.1097/HCM.0000000000000296 19(3), in 2917 JURNAL LENTERA BISNIS Volume 15, Nomor 2, Mei 2026 ISSN Cetak 2252-9993, ISSN Online 2598-618X DOI: 10.34127/jrlab.v15i2.2248 Saad Alessa, G. (2021). The Dimensions of Transformational Leadership and Its Organizational Effects in Public Universities in Saudi Arabia: A Systematic Review.

    PENGARUH LINGKUNGAN KERJA, KEPEMIMPINAN TRANSFORMASIONAL, MOTIVASI TERHADAP KINERJA KARYAWAN MELALUI KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI · 2026 · DOI

  • Future research should explore these variables through longitudinal frameworks and incorporate qualitative, ethnographic methods to further investigate why performance management systems consistently generate administrative apathy rather than commitment in retail settings, expanding the investigation to other regions within Indonesia to test the generalizability of these findings. A limitation of this study is its cross-sectional design, which captures employee sentiment at a single temporal point, potentially missing the longitudinal evolution of psychological contracts.

    The Interplay of Organizational Support, Performance Management, and Work-life Management on Employee Retention in Islamic Retail · 2026 · DOI

  • The recommendations that can be made based on the results of this study are as follows: 1. The most prevalent form of customer incivility, and the one with the greatest impact on reducing frontline staff’s work engagement, is demeaning verbal behaviour, such as speaking in a raised tone, a tendency to blame staff for issues that are not their responsibility, and treatment that conveys a lack of appreciation for staff competence. Management is advised to prioritise strengthening employees’ psychological resilience through customer service training based on emotional management, which includes training in emotional control and regulation in high-pressure service situations, training in assertive and effective communication when dealing with guest complaints and 287 conflicts, and training in adaptive stress management strategies, such as constructive problem-solving, self-calming techniques, and scheduling short breaks during working hours. It is hoped that such training will boost employees’ self-confidence in dealing with service pressures, enabling them to maintain optimal work engagement, whilst also strengthening supervisors’ roles in providing consistent psychological support. Providing access to counselling services and reinforcing organisational policies that protect employees from rude customer behaviour are considered vital for sustaining employees’ work engagement within a high-intensity service environment. 2. Enhancing the self-efficacy of frontline staff is a relevant strategic step in efforts to strengthen employees’ psychological resilience when dealing with customer incivility during service interactions. Although research findings indicate that self-efficacy does not act as a significant moderating variable, bolstering self-confidence remains crucial as a personal resource that supports individuals’ readiness to cope with the social and emotional demands of their work. Management must ensure that frontline staff feel tangible organisational support when dealing with un , so that they possess a stronger sense of self-confidence in managing challenging work situations. Such support can be demonstrated through the provision of appreciation or recognition for good service performance, which contributes to enhancing employees’ sense of competence and self-worth. Such reinforcement can help employees maintain emotional stability and professionalism in complex service situations. Management is also advised to assist employees in developing systematic strategies for handling customer incivility, including planning for assertive communication, efforts to uphold professional standards, and clear, structured procedures for resolving conflicts between employees and customers. The provision of clear operational guidelines and a safe incident reporting mechanism can enhance employees’ psychological sense of security at work.

    THE EFFECT OF CUSTOMER INCIVILITY ON WORK ENGAGEMENT, MODERATED BY SELF-EFFICACY(A Study at Prama Sanur Beach Hotel, Bali) · 2026 · DOI

  • This study has several limitations. Firstly, the use of a cross-sectional design limits the study’s ability to capture temporal dynamics and draw strong causal conclusions regarding the relationship between customer incivility, self-efficacy, and work engagement. Secondly, the use of self-report instruments may introduce perceptual bias and common method bias. Thirdly, the study’s scope, which is limited to a single organisation and a single industry sector, restricts the generalisability of the findings. Fourth, the research model only tested self-efficacy as a moderator, meaning that other relevant psychological and organisational variables were not accommodated. Fifth, the absence of a qualitative approach limits an in-depth understanding of employees’ subjective experiences. Future research is recommended to use a longitudinal or mixed-methods design, expand the research context, and test additional variables to gain a more comprehensive understanding.

    THE EFFECT OF CUSTOMER INCIVILITY ON WORK ENGAGEMENT, MODERATED BY SELF-EFFICACY(A Study at Prama Sanur Beach Hotel, Bali) · 2026 · DOI

  • The study was conducted in a single public-sector financial management institution (BPKAD Kota Bontang); generalization to other organizational contexts and sectors requires further research.

    The Role of Work Engagement in The Effect of Job Demands and Job Resources on Employee Performance at The Regional Financial and Asset Management Agency of Bontang City · 2026 · DOI

  • This study tries to elaborate on the talent management approach as a program carried out by organizations with individual motivation coming from the employees themselves in the form of job satisfaction, affective commitment and intrinsic motivation, where these two approaches have not been explored much in previous studies.

    Revisiting The Effect of Talent Management, Intrinsic Motivation, Job Satisfaction, and Affective Commitment on Employee Performance · 2023 · DOI

  • Limitations of the study and implication for managerial SCA – The limitations of this study are only focused on looking at the effect of WE, OJ, and HAW on IWB SCA.

    The Role of Happiness at Work in Moderating the Effect of Work Engage-ment and Organizational Justice on Innovative Work Behaviour of Region SCA in Indonesia · 2023 · DOI

  • However, to date, the influence of ethnic identity on the OC–rewards relationship was not explored although the leader has to recognize the different cultural underpinnings of each community in a plural society like Malaysia.

    The difference and similarity of the organizational commitment–rewards relationship among ethnic groups within Japanese manufacturing companies in Malaysia · 2020 · DOI

  • Although there have been many studies conducted to analyze the effects of person-organization fit (POF) and person-job fit (PJF) on individual outcomes, little is known about which of these fit associates stronger with individual variables (i.

    Comparing person organization fit and person job fit · 2016 · DOI

  • Successful applications with psychiatric nurses (Ayllon & Michael, 1959), as well as other professional staff (Feldstein & Feldstein, 1990; Page, Iwata, & Reid, 1982) suggest that further such investigations are warranted.

    Using performance feedback to increase the billable hours of social workers: A multiple baseline evaluation. · 2004 · DOI

  • While the implementation of NPM can be considered to have been an organizational success (increase in customer satisfaction), it was accompanied by increases in job strain, and, at the same time, mixed results in job satisfaction.

    Employee strain and job satisfaction related to an implementation of quality in a public service organization: A longitudinal study · 2003 · DOI

  • This study as limited by the use of the step test method in collecting physical fitness data, which only examines endurance due to field conditions and the use of questionnaires to measure work productivity, rather than objective indicators such as work output or attendance records.

    Determinants of Work Productivity: The Roles of Health and Lifestyle among Government Employees · 2026 · DOI

  • Future research is recommended to incorporate additional variables such as leadership, motivation, and reward systems to gain a more comprehensive understanding of the factors influencing employee performance.

    Pengaruh Budaya Organisasi dan Lingkungan Kerja terhadap Kinerja Pegawai pada Pusat Kesehatan Masyarakat (Puskesmas) Sukaindah Kabupaten Bekasi · 2026 · DOI

  • These findings suggest that although the system has been effectively implemented, differences in employee competence are insufficient to strengthen its influence on performance.

    Pengaruh Penerapan Sistem Informasi Akuntansi Terhadap Kinerja Pegawai dengan Kompetensi Pegawai sebagai Variabel Pemoderasi · 2026 · DOI

  • However, the implementation has not been optimal due to the existence of companies that have not complied with the quota for employing persons with disabilities, limited data on workers with disabilities, low employer awareness, and insufficient supervision and enforcement of regulations.

    Implementasi Tugas Dan Kewenangan Dinas Tenaga Kerja Kota Bandar Lampung Terhadap Pemenuhan Hak Penyandang Disabilitas Perspektif Siyasah Tanfidziyah · 2026 · DOI

  • While some participants stated that they were satisfied with their wages and benefits, others expressed that there was insufficient transparency in the wage setting processes and that wage increases were not always levels.

    Human Resources Professionals' Perceptions of Quality of Working Life and Its Determinants: A Qualitative Study · 2026 · DOI

  • The research background is based on the observation that existing studies in the Japanese automotive industry have focused predominantly on assembly-line workers in manufacturing, while the after-sales service sector (workshops) remains understudied.

    Pengaruh Etos Kerja terhadap Kinerja Mekanik Bengkel Daihatsu di Berbagai Prefektur Jepang · 2026 · DOI

  • Nevertheless, it is still possible to develop a revised version of ATPIS with several new sub-construct latent variables that have not been tested.

    CONFIRMATORY FACTOR ANALYSIS (CFA) OF THE ACCOUNTING TEACHER PROFESSIONAL IDENTITY SCALE (ATPIS) · 2022 · DOI

  • It has been revealed that the training of health workers in information systems programs is insufficient, and impacts of their ages, professions, institution worked at, graduation, position in the organization and information technologies on corporate performance have been revealed as well.

    Effect of information technology services on hospital performance · 2018 · DOI

  • To date, few studies have focused on employee reactions to the quality-related aspects of the introduction of New Public Management (NPM).

    Employee strain and job satisfaction related to an implementation of quality in a public service organization: A longitudinal study · 2003 · DOI

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59 open questions have been extracted from the limitations and future-work passages of 1,256 Employee Performance and Management papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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