Orientation: New insights into how managers can develop strategies to enhance job satisfaction, how researchers can use a different approach when collecting data by conducting a survey at a mall instead of an organisation, and an understanding of the relationship between performance management, vigour, and training and development of low-income workers form part of the orientation of this article.Research purpose: The authors endeavoured to determine whether performance management, vigour, and training and development positively predicted the job satisfaction of low-income workers in the South African context.Motivation for the study: Little, if any, research exists about the relationships between performance management, vigour, and training and development as well as the job satisfaction of low-income workers in the South African context.Research approach/design and method: The research approach was quantitative, descriptive and causal in nature. This study mostly comprised the units of analysis, namely low-income workers who were under-researched in the South African context. Hence, 877 respondents were purposefully selected for this study.Main findings: The results showed that performance management was the highest predictor of job satisfaction. The second highest predictor of job satisfaction was vigour, and the third highest predictor of job satisfaction was training and development.Practical/managerial implications: This research will empower managers to develop strategies to enhance employees’ job satisfaction by paying attention to performance management, vigour, and training and development.Contribution/value-add: This study was conducted on an under-researched sample, at a mall and suggested vigour as an intrinsic variable to be included in the Herzberg job satisfaction model.

The goal of this study was to measure employee engagement (EE), organisational commitment (OC), and job satisfaction (JS) in Namibia, South Africa, and Zimbabwe. We surveyed a convenience sample of 631 employees (South Africa: n = 219; Namibia: n = 212; and Zimbabwe: n = 200). The employees completed a selection of items from the Employee Engagement Scale, the Organisational Commitment Scale, and the Job Satisfaction Scale. Following analysis of variance and t-tests, results t-tests showed between-country differences in EE, OC, and JS in which South African employees reported higher scores than those from Namibia and Zimbabwe. Macro-level economic factors may explain the country differences in EE, OC, and JS.

Orientation: Losing employees prompts organisational competitiveness, which leads to increased financial organisation costs related to talent acquisition.Research purpose: This study aimed to determine the relationship between authentic leadership and turnover intention and establish whether job satisfaction mediated the relationship between authentic leadership and turnover intention. Additionally, this study endeavoured to establish if the relation between authentic leadership, job satisfaction, and turnover intention is higher among post-Grade 12 employees than those with Grade 12 and lower qualifications.Motivation for the study: There is limited research in the Gauteng financial sector concerning how job satisfaction is mediated and how education has diminished the relationship between authentic leadership and alleviating turnover intention.Research approach/design and method: This study was influenced by the positivism paradigm and was quantitative, using an online survey to collect the data. The final sample consisted of 85 respondents.Main findings: It was also established that authentic leadership did not significantly relate to turnover intention, while job satisfaction was a mediator between authentic leadership and turnover intention.Practical/managerial implications: The significance of the study is that when employees are satisfied with leadership support, they provide honest and truthful feedback. This is especially true when employees work in an inclusive and harmonious work environment; thus, their turnover intention diminishes. This is very positive for finance organisations, which will incur talent acquisition costs as intention does not result in resignation.Contribution/added value: This study developed a framework on how authentic leadership and job satisfaction indicators can diminish turnover intention.

Purpose of the study: Businesses with fully engaged employees tend to thrive. Evidence, based on extant literature, suggests that engaged employees are more satisfied with their work and, thus, optimise their work performance. Worker satisfaction promotes ...

The SA Journal of Human Resource Management provides a forum for cutting-edge, peer reviewed research in all fields related to the exploration of issues and experiences relating to employment studies and people management.