Why researchers work in management schools: A comparative study of motivation and job satisfaction in France and Norway

  • 168 Views
  • 26 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

If any country is interested in high scientific results, it should have highly motivated and satisfied researchers. The purpose of this study is to establish the national characteristics and differences in motivation and job satisfaction of researchers in two developed European countries – France and Norway. The management schools of French and Norwegian universities were chosen for this study. A five-stage research methodology, including surveys, in-depth interviews, and statistical testing, was used to test four hypotheses. According to the vast majority (16 out of 20) of motivators considered, the average scores in Norway are higher than in France. Only four motivators are exceptions, namely challenging work, interesting work, job security, and social benefits, for which the French are somewhat better motivated. In general, French researchers have lower job satisfaction than their Norwegian colleagues. The only exception is the dissatisfaction of Norwegian senior researchers with their professional learning conditions. The considered case study proves that each European country, having its own system of incentives and working conditions, provides different levels of satisfaction for different researchers working there. The results will allow one to improve national incentive systems by benchmarking and adopting best practices within the continent.

Acknowledgments
The authors acknowledge: the COST Action CA19117 – Researcher Mental Health (ReMO) for short-term scientific mission grant and supporting this study; academic staff of observed universities for participating in the survey; and the Hauge School of Management of the NLA University College (Kristiansand, Norway) for supporting this publication.

view full abstract hide full abstract
    • Figure 1. Motivators of researchers in French (FR) and Norwegian (NO) schools of management
    • Figure 2. Job satisfaction of researchers in French (FR) and Norwegian (NO) schools of management
    • Figure 3. Job satisfaction of researchers in French and Norwegian schools of management by gender
    • Figure 4. Job satisfaction of researchers in French and Norwegian schools of management by career stage
    • Table 1. Sample description
    • Table A1. Questionnaire to study researchers’ motivation and job satisfaction
    • Conceptualization
      Anatoliy Goncharuk
    • Data curation
      Anatoliy Goncharuk, Didier Vinot
    • Formal Analysis
      Anatoliy Goncharuk
    • Funding acquisition
      Anatoliy Goncharuk
    • Investigation
      Anatoliy Goncharuk
    • Methodology
      Anatoliy Goncharuk
    • Resources
      Anatoliy Goncharuk
    • Writing – original draft
      Anatoliy Goncharuk
    • Project administration
      Didier Vinot
    • Supervision
      Didier Vinot
    • Writing – review & editing
      Didier Vinot
Related Articles

  • The relationship between employee well-being and organizational trust in the context of sustainable human resource management

    Vaida Jaskeviciute , Asta StankevicieneORCID , Danuta Diskiene , Julija SavickeORCID doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
    Problems and Perspectives in Management Volume 19, 2021         Issue #2         pp. 118-131 Views: 2979 Downloads: 2087 TO CITE АНОТАЦІЯ

    As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

  • The mediating role of emotional intelligence in the employees performance

    Arief Tukiman HendrawijayaORCID , Tatang Ary GumantiORCID , Sasongko , Zarah PuspitaningtyasORCID doi: http://dx.doi.org/10.21511/ppm.16(1).2018.14
    Problems and Perspectives in Management Volume 16, 2018         Issue #1         pp. 145-154 Views: 2046 Downloads: 753 TO CITE АНОТАЦІЯ

    This study investigates the mediating effect of emotional intelligence on the relationship between motivation, compensation, satisfaction, work climate and employees’ performance. The sample consists of 96 field officials who were the government employees specializing in coping with the eradication of Dengue Hemorrhagic Fever (DHF) in the district of Jember, Indonesia. Results using path analysis reveal that all examined variables positively and significantly affect employees’ performance. The study finds that emotional intelligence mediates the relationship of work motivation, compensation, work satisfaction, and work climate with employees’ performance.

  • Job stress and turnover intention revisited: evidence from Korean firms

    Ji-Young AhnORCID Researcher ID, Wang ChaoyuORCID doi: http://dx.doi.org/10.21511/ppm.17(4).2019.05
    Problems and Perspectives in Management Volume 17, 2019         Issue #4         pp. 52-61 Views: 1935 Downloads: 622 TO CITE АНОТАЦІЯ

    This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management