Open research questions in Job Satisfaction and Organizational Behavior

What the literature leaves open

• 477–487. Management, https://doi.org/10.21511/ppm.22(2).2024.37 22(2), in Duci, E., Tabaku, E., Kosova, R., & Lazaj, A. (2025). The evolution of technology in accounting and corporate finance: Implications for business adaptation and competitiveness. International Research Journal of Modernization in Engineering Technology and Science. https://www.doi.org/10.56726/IRJMETS66318 Efranto, R. Y., Sipayung, S. N., & Amrulloh, A. B. Y. (2026). Green human resource management: a decade of evolution in practices, employee green behavior, and organizational sustainability. Cogent Business & Management, 13(1), 2598686. https://doi.org/10.1080/23311975.2025.2598686 Fenech, R., Baguant, P., & Ivanov, D. (2019). The changing role of human resource transformation. International Journal of management Entrepreneurship, 22(2), 166-175. https://doi.org/10.5465/ame.1990.4274667 in an era of digital Gayathri, R. K., Vettriselvan, R., Rajesh, D., Balakrishnan, R., Kumar, R., & Kavitha, J. (2025). Strategic role of human resource management in enhancing occupational health and safety practices in business schools in India. Texila International Journal of Public Health, 13(2). Giovanis, E., Özdamar, B., & Ozdamar, O. (2026). Managing digital work in the post-pandemic employee wellorganisational 1-22. era: being.

  Employee Engagement as a Pathway to Employee Retention: The Role of Employee Well-being and Work-Life Balance in the Banking Sector · 2026 · DOI

• Several authors have argued that PCs should be studied as mental schema that guide employees’ perceptions and interpretations of their employment relationship (Rousseau, 2001; Rousseau et al.

  Studying psychological contracts as networks of exchanges: introducing the individual psychological contract network approach · 2026 · DOI

• Future research could explore alternative methods for assessing iPC networks, such as the Perceived Causal Networks (PECAN) method (Klintwall et al. Future research could explore whether obligations cluster together based on their content (e. We have to acknowledge a number of limitations of the current study. Moreover, we did not control for unmeasured variables such as tenure, which could act as a confounder for certain relations. As such, we believe that the iPC approach opens up many avenues for future research to explore new characteristics of psychological contracts that have not been studied before.

  Studying psychological contracts as networks of exchanges: introducing the individual psychological contract network approach · 2026 · DOI

• Future research should explore these dynamics using mixed-method designs, cross- cultural comparisons, and broader contextual variables to clarify the conditions under which various leadership styles most effectively enhance organizational commitment. rship on commitment in healthcare settings, suggest- ing that exchange-based mechanisms alone are insufficient to foster deep organizational attach- ment among highly professionalized employees.

  The effect of leadership style on employees’ organizational commitment: A case of the Lithuanian healthcare sector · 2026 · DOI

• It addresses a key gap in literature: by examining how HPWS influence innovative behaviours through AMO mechanisms and social exchange processes within the Ghanaian higher education sector.

  <b>High-Performance Work Systems, Organisational Culture and Innovative Work Behaviour in Ghanaian Higher Education: Integrating Ability–Motivation–Opportunity and Social Exchange Theories</b> · 2026 · DOI

• This study contributes significantly to the literature by being one of the few studies on the hotel industry in Bangladesh that provides a comprehensive overview of employee empowerment and its impact on organisational performance, particularly emphasising the mediating roles of job satisfaction and organisational commitment and the moderating role of organisational learning.

  Fostering Organisational Performance of Star-Rated Hotels Through Employee Empowerment, Job Satisfaction, Commitment and Learning · 2026 · DOI

• LIMITATIONS AND FUTURE RESEARCH DIRECTIONS While this study offers valuable insights into the under-researched space of organizational trust in African HEIs, several boundary conditions must be noted.

  Does the Institutional Type Matter for Leadership, Trust, and Faculty Performance in Public and Private Zambian Universities? · 2026 · DOI

• This portion enumerates the policy recommendation, research agenda, and research problem as taken out from the results of this study. 1. Gender-Inclusive Leadership Programs: Implement targeted mentorship programs for female teachers to bridge the significant gap in high-level leadership inclination. 2. Graduate Studies Incentives: Since higher education (Doctoral/MA units) significantly boosts leadership willingness, the district should provide tuition subsidies or "study leave" credits to encourage Baccalaureate holders to enroll in graduate school. 3. Administrative Fast-Tracking: Develop a policy to identify and fast-track "Moderately Willing" teachers into TIC 4. (Teacher-in-Charge) roles to provide "low-stakes" leadership experience. Supervisory Sensitivity Training: Given that MA holders are influenced by supervisory attitudes, supervisors should undergo behavioral training to ensure they are modeling supportive leadership that encourages mid- career teachers to collaborate. Refinement of Job Descriptions: Re-evaluate the roles of "Principal" and "Supervisor" to address the specific stressors that make teachers "Moderately?

  Supervisory Behavioral Attitudes and Leadership Inclination of Elementary School Teachers in Jolo Districts: Influence to Willingness to Accept Related Job Opportunities · 2026 · DOI

• Future research is recommended to develop research models by incorporating other variables that may influence employee work motivation, such as organizational culture, job satisfaction, reward systems, employee welfare, work environment, organizational commitment, and individual psychological factors.

  The Influence of Agile Leadership on Employee Work Motivation at the Regional Disaster Management Agency (BPBD) of West Sumatra Province · 2026 · DOI

• A particularly important open question in this regard is what makes certain patterns more adaptive than others: understanding the conditions under which a specific configuration of situational responses translates into effective performance, wellbeing, or other valued outcomes remains a central challenge for future research.

  Testing the predictive validity of configurations of variables: criterion profile analysis in organizational psychology · 2026 · DOI

• for Researchers Future studies may explore the longitudinal effects of authentic leadership on innovation and extend this framework to public universities or other regions for broader generalizability. Qualitative studies may also provide deeper insights into the lived experiences of faculty members.

  Influence of Authentic Leadership Practices on Innovative Work Behavior: Mediating Role of Psychological Empowerment Among Academic Employees in Private Universities · 2026 · DOI

• Orientation: Employee experience (EX) has gained increasing attention in human resource management; however, limited research has explained how organisational practices and work stress shape EX within highly formalised heavy-industry state-owned enterprises (SOEs), particularly in emerging economies such as Vietnam.

  Organisational practices, work stress and employee experience in heavy-industry state-owned enterprises: The role of support and culture · 2026 · DOI

• Future research could explore multiple parallel mediators or test sequential mechanisms to provide a more comprehensive explanation of how employees translate leadership pressure into disengagement. Future research could examine whether thriving at work acts as a pro- tective factor that mitigates employees’ quiet quitting behavior.

  How the negative role of authoritarian leadership leads to quiet quitting: the moderated mediating role of involuntary presenteeism · 2026 · DOI

• The sustainable success of organizations is directly related to employees' work engagement and work performance. Employees' physical and psychological engagement in their jobs is of great importance for job satisfaction and organizational productivity. However, presenteeism, lack of organizational identification and low levels of psychological ownership can negatively affect employee motivation and productivity. Therefore, organizations and managers should develop some strategies to improve these factors. What to Do to Increase Organizational Identification Organizational identification occurs when employees see themselves as a part of their organizations and internalize the values of the organization and their own values (Ashforth & Mael, 1989). A strong bond between employees and their organizations increases their job satisfaction and job performance and decreases their turnover intentions (Riketta, 2005). Therefore, it is very important for managers to adopt policies that will strengthen employees' organizational identification. One of the most effective ways to increase organizational identification is to ensure that employees are in harmony with the mission and vision of the organization (Dutton et al., 1994). The organization should clearly define its values and develop strategies to unite its employees around these values. In this process, including employees in the decision-making systems of the organization and making them feel valuable will reinforce their sense of belonging (Eisenberger, Huntington & Hutchison, 1986). Leadership style is also very important in organizational identification. Supportive and employee-oriented leaders help employees to establish stronger ties with the organization (Bartels, Pruyn, De Jong & Joustra, 2007). Encouraging open communication, giving regular feedback to employees and appreciating their contributions contribute to increased organizational the perception of organizational support will help employees to feel valued by the organization (Allen & Meyer, 1990). identification. In addition, increasing What to Do to Reduce Presenteeism When employees continue to come to work despite being ill or psychologically exhausted, it is defined as presenteeism (Johns, 2010). This situation not only decreases individual productivity but may also negatively affect organizational performance in the long run. To prevent presenteeism, organizations need to create a culture that cares about employee health. In this regard, effective implementation of health and welfare programs is of great importance. Programs should be developed to protect both the physical and mental health of employees (Lu, Lin, & Cooper, 2013).

  The Moderating Role of Marital Status in the Effect of Psychological Ownership on Organizational Identification Mediated by Presenteeism · 2026 · DOI

• Despite these advances, the literature remains significantly fragmented, with few empirical studies adopting a genuinely holistic and integrative hybrid work performance. This gap is particularly pronounced in Sub-Saharan African contexts, where local organisational realities differ substantially from those studied in Western or East Asian settings.

  Managing Employee Performance in Hybrid Work Systems: The Interplay of Organisational Design, Digital Infrastructure and Employee Behavioural Dynamics · 2026 · DOI

• Despite the relatively rare integration of OLS and NCA methods in paradox research (Hernaus et al., 2024), there is a need for more studies to employ these methods to examine the sufficiency and necessity conditions of a broader range of individual-level paradoxes and their impact on various performance outcomes. Integrating objective performance measures, such as financial key performance indicators (KPIs), could reduce reliance on subjective performance ratings and potentially alter the results by introducing new theoretical perspectives. Additionally, these approaches need to be examined with respect to a few knotted individual-level paradoxes (Sheep et al., 2017) to gain a deeper understanding of how to effectively navigate (“surf”) them collectively rather than perceiving them as dysfunctional or unsustainable (Berti et al., 2021, p. 98). Following the study’s results, future research should empirically explore the interplay between individual ambidexterity and JD-R fit as ‘nice-to-have’ drivers of employee performance, using methods such as fuzzy set qualitative comparative analysis (fsQCA). More specifically, researchers should investigate whether individual ambidexterity mediates the relationship between JD-R fit and employee performance. Understanding this linkage could clarify how alignment between job demands and available resources enables employees to balance exploratory and exploitative tasks effectively, thereby driving higher performance. While the findings indicate that a coopetitive personality may function as a marginally sufficient predictor of employee performance, further empirical validation is necessary. Rather than treating the paradoxical mindset as a standalone individual-level paradox, given its borderline nature, it may be more appropriate to examine its potential role as a moderator influencing the relationship between other individual-level paradoxes and employee performance. By adopting a paradoxical lens, researchers should investigate whether each pole within individual-level paradoxes is sufficient to support employee performance. For example, if ambidextrous behaviour in task execution is found to be sufficient for achieving employee performance, it becomes essential to determine whether both exploratory and exploitative behaviours are independently sufficient, which one is necessary, and how they should be balanced. The same applies to examining which JD-R fit pole, recognised as a necessary ‘must-have’ condition, contributes more directly to higher employee performance. In line with JD-R theory, it is worth exploring gain spirals related to job performance (Lesener et al., 2019)—for example, the possibility that improved performance enhances personal resources, which in turn fosters greater work engagement. Individual-level Paradoxes and Employee Performance Outcomes: Testing Sufficiency and Necessity... 172 Following research limitations, novel research building on these theoretical concepts could further investigate which individual-level paradoxes function as sufficient or necessary conditions by incorporating control variables such as job type (e.g., manual worker, administrative worker, professional – specialist or expert, lower-level manager or middle-level manager), education (e.g., secondary school diploma, college degree, university degree, univ. specialist or PhD), gender (male or female), and job tenure (years of tenure in current job position or organisation). Considering that specific employee roles or job types may inherently favour one pole of a paradox, such as exploration over exploitation or autonomy over control, could provide deeper insights into how individual-level paradoxes manifest and impact performance.

  Individual-level Paradoxes and Employee Performance Outcomes: Testing Sufficiency and Necessity Conditions across Croatian Organisations · 2026 · DOI

• A number of weaknesses of this analysis are important to make note of. Firstly, the article is an integrative, theoretical synthesis and is not designed to produce primary empirical data thus not to be directly tested against the propositions put forward. Future study is needed to validate the constructs, especially the graduated disengagement construct, empirically. Second, the framework is formulated at a sufficiently high level of abstraction to be applicable at a global level, which can potentially hide industry and country differences, cultural differences, and differences in the size of the companies or in the labor market. Thirdly, the literature on which the analysis is based still mainly stems from an individualist, Western context and the cross-cultural generalizability of some constructs such as psychological safety and meaning-making needs to be explored further in collectivist, emerging-market contexts. Fourth, the article highlights knowledgeintensive and professional fields, and contingent, gig or low-paying labor markets where the article is applicable needs to be treated theoretically. Fifth, the framework gives agency to the organization, and macro-structural factors such as labour market conditions, economic precarity, demographic change can be underweighted constraints upon individual organizational behaviours. Such restrictions set opportunities for refinement, but do not pose fundamental challenges to the middle line. 10. FUTURE RESEARCH DIRECTIONS Based on this analysis there are several directions for future research. Longitudinal studies with mixed methods would be able to test the graduated disengagement framework by providing observable signs of each of the phases and validate early-warning systems. Secondly, comparative studies across cultures are required to investigate the relative importance of the factors for attraction and retention in various national, industrial and demographic contexts. Third, there is a need for ongoing research on the combination of AI, remote work and cultural transmission, especially in the context of changing relational systems of culture in the increasingly digital world of work. Finally, studies on the economics of culture in the sense of quantifying the financial returns to cultural investment may be able to provide a better business argument for the relational paradigm put forward here. Fifth, research on the role of culture to non-traditional forms of employment, such as gig and platform work would expand the framework to people who have been underrepresented in retention studies. Sixth, intervention research on evaluating specific cultural and managerial practices using rigorous experimental designs would bring theory to practice.

  Employee Retention in the Modern Workplace: The Role of Organizational Culture, Leadership, and Career Growth Beyond Compensation · 2026 · DOI

• The present study provided robust estimates of averaged bias‐ corrected relations between constructs from SDT, including basic psychological need support and satisfaction, and autono- mous and controlled forms of motivation, and workplace out- comes across the extant literature, and associated variability estimates, using meta‐analysis (Deci et al. 2017; Galletta et al. 2019; Gillet et al. 2013; Slemp et al. 2018; van Hooff and van Hooft 2017). It builds on and advances on prior meta‐ analyses by affording a comprehensive test of a process model specifying unique effects of SDT constructs on workplace out- comes and a theory‐based mediation mechanism by which the constructs relate to workplace outcomes using meta‐analytically synthesised data. In addition, our analysis also tested the effects of a series of moderators on the model effects. These model tests not only provide support for the proposed mediation of the ef- fect of perceived need support on workplace outcomes by SDT need satisfaction and forms of motivation as proposed in other research on the theory (Ng et al. 2012; Ryan et al. 2008), but provides insight into the moderating effects of variables repre- senting key context‐ and sample‐related conditions that poten- tially account for observed variability in model effects. Finally, the analysis addresses some of the shortcomings of prior meta‐ analyses such as estimating a model based entirely on a syn- thesis of available data without the need for imputation and adopting fit‐for‐purpose MASEM procedures for our model tests that circumvent the problem of sample size selection. The advances, novel contributions, and resolution of prior methodological shortcomings offered in the current study notwithstanding, findings should be interpreted in light of several limitations. First, few included studies reported measuring integrated regulation, a specific form of autonomous motivation in SDT, which precluded estimation of separate averaged correlations of this motivational form with other SDT constructs and workplace outcomes in our analysis. Measures of integrated regulation were therefore aggregated together with measures of intrinsic motivation to include these data in our analysis. Researchers should consider adopting measures that encompass the full complement of motivational regulations when conducting research testing SDT predictions in the work- place, such as the Motivation at Work Scale (Gagné et al. 2010) or the Work Extrinsic and Intrinsic Motivation Scale (Tremblay et al. 2009), which include integrated regulation. In addition, few studies were conducted in organizations in which leaders pro- vided distal autonomy support for their employees, that is, leaders not directly involved with employee supervision. More studies on these types of leader may enable a more comprehen- sive test of effects of the proximity of autonomy support moder- ator on model effects.

  Self‐Determination Theory and Workplace Outcomes: A Meta‐Analysis · 2026 · DOI

• Although the Mirror Leadership model is a new, interdisciplinary, emotionally sound approach to leadership, it has several limitations. Since it remains a conceptual enquiry, it has not yet been empirically validated, hence limiting the practical and immediate generalizability of its propositions and the validity of its implications. A combination of theoretical concepts from neuroscience and psychology is intellectually sound, but it needs to be operationalized to reduce interpretive bias and avoid delays in application in real-world settings. One of the major limitations is cultural. The expression of emotional mirroring, co-regulation, and empathy across societies varies and is influenced by norms of expressiveness, hierarchy, and emotional displays. Therefore, Mirror Leadership should be used in the future, bearing in mind that it should include high- and low-context communication patterns, powerdistance orientations, and culture-specific notions of trust and empathy to ensure cross-cultural validity. In addition, emotional mirroring and co-regulation can be covert and internally expressed, and difficult to measure, since leadership testing tools cannot capture the nonverbal or physiological components of tone of voice, facial responsiveness, or changes in heart rate. Ethics is another aspect that should receive significant focus, especially the dangers of over-involvement/out-of-control emotion in events where leaders fail and misuse mirroring devices. The ethical limits must be clearly defined in future studies to foster emotional involvement, supplementing followers' autonomy at this stage rather than creating dependency. A stillrelevant weakness is cultural variability, since perceptions of emotional mirroring and empathy differ across societies, and the model cannot be applied universally. It is also possible to run the risk of misinterpretation: a mirror reflection can be interpreted as manipulation or as a blend of overemotional resonance, particularly when their conditions are under pressure from emotionally strained situations. The main limitation for future research should be to generate intercultural validation using physiological and behavioral indicators, including heart rate variability, eye tracking, and facial emotion recognition, to empirically measure cross-cultural emotional synchrony and leadership consequences.

  The Silent Signal: A Mirror Leadership and Intercultural Communication Beyond Strategic Boundaries · 2026 · DOI

• Despite its contributions, this study is subject to several limitations that should be acknowl- edged. First, the data were collected within a specific cultural and organizational context in Iran, which may constrain the generalizability of the findings. Cross-cultural replications and validations are therefore necessary to determine whether the identified relational belief dimensions and their associated belief orientations hold universal relevance or are shaped by contextual and cultural factors. Second, the study relied on self-reported data collected at a single point in time, which may introduce potential social desirability and response biases. Although procedural measures such as assuring anonymity and confidentiality were implemented to encourage honest responses, and statistical checks (e.g., Harman’s single- factor test) were conducted as a preliminary check for common method variance (CMV), we acknowledge that Harman’s test has limited sensitivity and should not be considered a definitive diagnostic tool (Podsakoff et al., 2003, 2012). Future studies could further strengthen the robustness of the findings by incorporating multi-source data, such as peer or supervisor evaluations. Third, the cross-sectional design limits the ability to capture the temporal dynamics of relational beliefs and how they evolve over time. Longitudinal or mixed-method research designs could provide deeper insights into how these implicit beliefs develop and change in response to organizational experiences, leadership transitions, or broader environmental shifts.

  Developing a Measurement Tool for Implicit Organizational Relationships Beliefs · 2026 · DOI

• This study utilised a cross-sectional design and the self-reported data. Although cross-sec- tional self-report designs are useful for measuring perceptual variables of how people view, feel about, and respond to their jobs, it does not permit confident causal conclusions (Spec- tor, 1994). The study conceptualised employee engagement as a longer-term attitude but examined it using cross-sectional data. Therefore, future research should test the proposed model using a longitudinal design to examine the stability of attitudinal engagement over time. The sample was limited to the Sri Lankan context, specifically university academ- ics, which may restrict the generalisability of the findings. Further, this research acknowl- edges employee engagement as an attitudinal construct. However, work roles and employee attitudes are highly contextual. Attitudinal differences on different targets at an employ- ee’s work role can vary due to numerous factors. Hence, employee engagement, which is focused on different targets simultaneously within an employee’s workplace, can differ from job to job and organisation to organisation. Accordingly, future studies could replicate this research using diverse samples from different social and cultural contexts, including indi- vidualistic cultures, varied job categories, and different organisational structures. In addi- tion, potential overlap with related constructs, such as organisational commitment, may need further examination. Employee Responsibilities and Rights Journal1 3 Conclusion The current research expands the theoretical and empirical understanding of antecedents of job and organisational engagement. To the best of our knowledge, this is the first research effort to empirically study and highlight the importance of perception of fit as antecedents of job and organisational engagement in a simultaneous model using the target similarity model. These findings suggest that employee perception of fit with a particular workplace focus is reflective of the caring and concern associated with that focus, and an employee’s sense of obligation to reciprocate is reflective of engagement with that target. This proposed conceptual model can be adapted to study antecedents of numerous facets of employee engagement in the future. The tripartite attitudinal conceptualisation of employee engage- ment comprising emotional, cognitive, and behavioural elements and the extant valid scale (JES) based on it will be useful for measuring numerous facets of employee engagement. Supplementary Information The online version contains supplementary material available at h t t p s : / / d o i . o r g / 1 0 . 1 0 0 7 / s 1 0 6 7 2 - 0 2 6 - 0 9 5 7 6 - 6 . Funding The author(s) received no financial support for the research, authorship, and/or publication of this article. Data Availability The data that support the findings of this study are available from the corresponding author upon reasonable request.

  Person–Job Fit and Person–Organization Fit as Antecedents of Job Engagement and Organizational Engagement: using Target Similarity Model · 2026 · DOI

• Although this study offers meaningful insights into safety dynamics and organizational silence in the South Korean service industry, several limitations should be acknowledged. First, the study relied on cross-sectional data, which limit causal inference and temporal clarity. Future research should perform longitudinal studies to explore how these Employee Responsibilities and Rights Journal1 3 relationships evolve overtime. Second, the data were drawn from four service sectors: building maintenance, food service (communal feeding), wholesale, and retail. Given the diverse service contexts and work environments within service industries, generalizing the findings to all service industries remains challenging. Although the selection of these four sectors was based on high incidence of workplace accidents, broader sampling across other service areas, such as education, healthcare, information technology, and logistics, would improve the robustness of the findings. Finally, although procedural remedies were implemented to minimize common method bias (e.g., anonymity, random item ordering), reliance on self-reported data remains a limitation. Future research should incorporate multi-source data, such as supervisor ratings or archival safety records. Further studies may also examine intervention effectiveness, particularly those organizations aimed at reducing organizational silence and improving communication culture.

  The Moderating Role of Organizational Silence in the Relationship between Safety Climate, Safety Behavior, and Job Satisfaction in South Korea’s Service Industry · 2026 · DOI

• This study highlights the growing breadth of research on innovation climate within an organizational framework. Furthermore, this research requires a theory that explains the proposed connections, using leadership theory (Khan, 2016) to develop and build its theoretical framework. Future research should adopt a more comprehensive theoretical framework to fully explain the development of innovation climate and its impact on important interconnected outcomes. As theoretical advances improve our understanding of the contexts in which innovation climates are most likely to foster positive employee work outcomes, researchers should expand on previous studies by integrating relevant individual and situational theoretical frameworks. Applying trait activation theory can help achieve this goal (Tett & Guterman, 2000). According to (Tett & Guterman, 2000), personality traits manifest as reactions to trait-relevant situational cues, with behaviors that can be attributed to both personality traits and contextual factors. Trait activation theory can be used in future research to examine the relationships between employees' work attitudes and behaviors and personality traits, as well as the situational cues that mediate or modify these relationships. This insight explains how employees may react differently to different organizational climates, industries, countries, and other contextual factors. Brockner et al. (2014), building on SIPT, hypothesize that an innovation climate can serve as a source of information that guides individuals regarding appropriate behavior in an organizational setting. We anticipate that social capital, developed through organizational human resource management policies and practices, could offer interesting insights into the innovation climate. For example, based on research by (Dabić et al., 2019), researchers could examine the role of social capital in shaping perceptions of the innovation climate at the organizational level, particularly regarding the role of intellectual capital in enhancing absorptive capacity and its mediating effect on innovation. We argue that cultivating social capital in collaborative work environments will increase trust, cooperation, and information exchange, positively influencing the innovation climate within an organization.

  Innovation Climate: A Comprehensive Literature Review and Future Research Agenda · 2026 · DOI

• Research limitations/implications One limitation of the study is that the data were collected at a single point in time and from a single source, which may involve potential risks of common method bias and non-response bias, although diagnostic tests indicated that these biases had limited impact.

  Work autonomy as a moderator of coaching leadership's impact on job satisfaction and employee performance in Vietnamese startups · 2026 · DOI

• However, research on the relationship between CSSD nurses’ job insecurity and work passion, as well as the underlying mechanisms, remains scarce, especially from an individual-centered perspective that explores psychological heterogeneity within this nurse population.

  Job insecurity and work passion among Central Sterile Supply Department nurses in the post-COVID-19 context · 2026 · DOI

Most-cited papers in Job Satisfaction and Organizational Behavior

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• Explaining the relationships between job characteristics, burnout, and engagement: The role of basic psychological need satisfaction · Work & Stress · 2008 · 858 citations

Most recent work

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