“One Size Fits All”: A Fallacy in Measuring Staff Job Satisfaction—Monetary Recompenses Examined in the Ugandan-Based Chartered Private Universities
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- Type
- article
- Published
- 2021-05-28
- Cited by
- 1
- References
- 76
- Access
- Open access
- OpenAlex
- https://openalex.org/W3166762899
- Semantic Scholar
- https://api.semanticscholar.org/CorpusID:235678948
Keywords
Salary, Job satisfaction, Incentive, Bivariate analysis, Job security
References
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- Work and motivation
- Incentive Effects of Bonus Payments: Evidence from an International Company
- Exploratory Analysis of Compensation and Employee Job Satisfaction
- Research in Education: Evidence Based Inquiry
- Determining Sample Size for Research Activities
- The Five Biggest HRM Lies
- Impact of technological, organizational and human resource investments on employee and manufacturing performance: Australian and New Zealand evidence
- Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting
- Promise and peril in implementing pay‐for‐performance
- Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy
- University Lecturers’ Professional Empowerment and Turnover in Uganda
- Performance Appraisal, Performance Management, and Firm-Level Performance: A Review, a Proposed Model, and New Directions for Future Research
- Executive Bonus and Firm Performance in the UK
- Differential Effects of Incentive Motivators on Work Performance
- Does Money Motivate Employees? Empirical Study of Private and Public Financial Sector in Kazakhstan
- Money talks: tracking personal finances
- Job Satisfaction among University Faculty: Individual, Work, and Institutional Determinants
- What monetary rewards can and cannot do: How to show employees the money
- Salaries and Piece Rates
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