NO SUBJECT AUTHOR VARIABLE DESIGN RESULT CONCLUSION

1 The Effect of Ria WORK Cross- The results obtained are contained In general, the study found that there
Employee Mardiana ABILITY, HOSPITAL sectinal significance effect directly and was a significance effect between the
Ability, Yusuf ETHICS, descriptive indirectly between work ability, direct and indirect variables work
Hospital’s ethic (2018) LEADERSHIP study ethics hospitals and hospital ability of employees, ethics ruamh
and Leadership BEHAVIOR, leadership behavior on customer illness, hospital leadership
to Job EMPLOYEE satisfaction through employee behavior toward hospital employee
Satisfaction COMMITMENT commitment. commitment and customer
through the satisfaction hospitals, based on
Employee Dependent: assessments and perceptions of
Commitment: A CUSTOMER internal stakeholders type a
Study on SATISFACTION government hospital in Indonesian. In
Indonesian case this is a paramedic (doctors),
Type a frontliners (nurses) and external
Government stakeholder’s hospital, the inpatient
Hospital hospital.
2 Senior Sandra C. Work stressors Cross- Quality of senior management Practical implications – The quality of
management Buttigieg 1. Quantitative sectinal leadership explained 75 per cent senior management leaders in
leadership, (2016) overload descriptive and 94 per cent of the variance of hospitals has an impact on the social
social support, 2. Hostile study social support and job design environment, the support given to
job design and environment respectively, whereas work health employees, their job design,
stressor-to- Strains stressors explained 51 per cent of as well as work stressors and strains
strain 1. Staff job the variance of strains. Social perceived.
relationships in satisfaction support and job design predicted
hospital 2. Turnover job satisfaction and turnover
practice intentions intentions, as well as moderated
significantly the relationships
Dependent: between quantitative
Quality of senior workload/hostility and job
management satisfaction/turnover intentions.
leadership
1. Social support
2. Quality of job
design
Leadership Ann L.N. Gender In this study, several This study has demonstrated that
styles used by Chapman Age range methodological approaches were medical leaders have a variety of
senior (2014) Clinical specialty used, and there was overall good patterns of use of leadership styles
medical leaders correlation between them. The one with no single style “typology”. They
Patterns, Dependent: area of disagreement was in the also use variable numbers of
influences and Leadership and extent to which the authoritative preferred styles in their non-clinical
implications for management style was used. This was the most leadership roles. The most frequently
leadership training frequent style observed in the used styles were affiliative,
development interviews, but was selected democratic and authoritative; the
infrequently by questionnaire commanding and coaching styles
respondents. However, in the were used less frequently. Use of
interviews, it became clear that the leadership styles was influenced by a
term “authoritative” was regularly range of factors, including external
misunderstood, being taken to factors affecting the organisation
mean “authoritarian” or “autocratic”, within which the leader is operating,
rather than the more their own personal style preferences
“transformational” meaning in and wisdom, the activity being
Goleman’s use of the word. In the undertaken and the team with which
Singh and Jampel model, again a the leader is working and the
range of individual leadership individual or organisational
styles was found across consensus experience or expectation of
manager, active manager and leadership style use in that setting
consultative autocrat typologies.
3 Performance Ying-Ying 1. Physical Cross- According the interview results, the Conclusion provide clear
evaluation of Chang Environment sectinal researcher classified the data using understanding about healthcare
knowledge (2016) 2. Customer Friendly descriptive the most frequently shown thoughts service quality conditions in private
management Environment study of three interviewees in sector hospitals of Pakistan and how
among 3. Communication expectations for policy-maker’s private hospitals are trying to provide
hospital 4. Privacy & Safety ideas on what basic knowledge better quality services and
employees 5. Responsiveness and attitude toward work they contributing an affirmative role with a
thought employees should have. specific end goal to attract and
Patients The factors were “brave in taking sustain the
Satisfaction, new responsibilities and not always customers.
Patients trying to find excuses” and
Loyalty “complying with hospital operation
norms”. In the cognition and
demand for personal KM factor,
“knowledge conveyance depends
on the assistance of information
technology” and “KM directly
reflects tangible financial
 performance”. In the KM enabler
activities using the hospital
organization factor, “continue to
modify strategies to meet the
changes of environment” and
“charge the personnel in a specific
unit with the responsibility for on-
job education courses”. The
researcher summarized the key
points in the description by the
interviewees and
4 The relationship Nouruddeen Affective associatio The hypotheses testing revealed
between Bashir Choi Commitment nal some major findings on the
training and Sang Long , Continuance descriptive relationship between training and
organizational (2015)," Commitment research organisational commitment among
commitment Normative academic staff. The major findings
among Commitment from this study are as
academicians follows:
in Malaysia i) All the five training-related
variables (availability of training,
motivation to learn, coworker
support for training, supervisor
support for training and benefits of
training) were significantly related
to affective commitment and
normative commitment.
ii) All the five training-related
variables were not significantly
related to continuance
commitment.
iii) The best predictor of affective
commitment was co-worker support
for training followed by availability
of training. For normative
commitment, the best predictor was
availability of training.
Although this study was conducted in
the education industry, the results of
this study were consistent with
previous studies conducted in
western countries and the few
studies conducted in some Asian
countries such as Qatar, China,
Australia and Malaysia that are non-
education industries. However, the
study was conducted in a single
university in Malaysia and therefore
results of the study may not be
generalizable to all higher institutions
nor the universities excluded in the
sample.
The study was limited to academic
staffs, and does not involve other
employees such as nonacademic
staff. Therefore the result may not be
generalizable to those excluded staff
as training policies, skills and
knowledge requirement among
various staff categories differ.

5 The effect of Sahat Servant Leadership Cross- The result showed that Rewards Based on the analysis results, it can
servant Sihombing, Organizational sectinal affects Employee’s Performance. be concluded that structural model
leadership to Endang Siti culture descriptive The higher the Rewards, the higher showed that Servant Leadership
rewards, Astuti, Employee study the Employee’s Performance significantly affected Rewards and
organizational Mussadieq performance reflected in work result, work Organizational Culture, but it had no
culture, and its Mussadieq, Reward behavior, and individual traits. significant effect on Employee’s
implication to Djamhur Performance. Other results showed
employee’s Hamied, that there was significant effect of
performance Kusdi Rewards to Organizational Culture
Rahardjo and Employee’s Performance, and
(2018) there was significant effect of
Organizational Culture to Employee’s
Performance. The results also
showed that there was significant
indirect effect of Human Servant
Leadership to Employee’s
Performance through Rewards or
Organizational Culture. Positive
coefficient means that the higher the
Human Servant Leadership, the
higher the Employee’s Performance
through Rewards or Organizational
Culture. A significant indirect effect
was also found of Rewards to
Employee’s Performance through
Organizational Culture. Positive
coefficient means that the higher the
Rewards, the higher the Employee’s
Performance through Organizational
Culture.
6 The role of Jose Carlos Corporate culture Cross- Contrary to our expectations, the
corporate Pinho Organisational sectinal latent variable model (see failed to
culture, (2014) commitment descriptive support the relationship between
market Organisational study organisational culture and
orientation and performance organisational commitment.
organisational However, when narrowing our
commitment in analysis by computing a
organisational Spearman’s r-correlation we
performance partially validated this hypothesis.
Although several authors have
previously confirmed this
association, others did not find a
significant correlation between both
culture and organisational
commitment. The lack of
consistency between studies is
thought to be linked to the type of
organisational culture being
examined. For instance, found the
bureaucratic culture type to be
unrelated to organisational
commitment. Perhaps this is
because the bureaucratic culture,
which is hierarchical,
compartmentalised, organised,
systematic and has clear lines of
authority, may create difficulties for
managers seeking commitment
from employees.
The purpose of this study was to
investigate the relationships between
organizational culture, market
orientation, organisational
commitment and organizational
performance in non-profit health
organisations. Data were collected
using validated scale instruments
drawn from relevant literature. The
results evidence the importance of
corporate culture and market
orientation in non-profit organisations
and highlight their impact on
organisational performance. With
regard to the market orientation
consequences, the results suggest
that higher levels of market
orientation result in both high levels
of organisational commitment and
organisational performance.
The results of this study have
relevance for both non-profit
organisational theory and practice.
From a theoretical standpoint, the
current study adds to the body of
knowledge in the management and
marketing literatures.

7 The impact of Ali Process Cross- The results of this research have In conclusion this study provides
organizational Mohammad management sectinal shown that TQM had the most information about the success of
culture on the Mosadegh Focus on customer descriptive effects on process management, TQM and barriers to its successful
successful Rad (2006) Leadership and study focus on customers and leadership implementation and its relationship
implementation management and management. On the other with organizational culture in Isfahan
of total quality Focus on employees hand, Human resource problems, University Hospitals, Iran. Several
management Focus on material performance appraisal and critical factors are essential if TQM is
resources Strategic problems were the most to be successfully implemented.
Strategic planning important obstacles of TQM These include the support and
Performance results success respectively. Areas of commitment of top
problems are signals for change. management, effective and strong
leadership, organizing for quality,
strategic quality planning (long term
objectives and policy development
and effective deployment of goals),
communication of mission statement,
maximizing employees’
understanding of the vision, values
and quality goals of the organization,
training and education, effective
human resources management,
employees empowerment,
employees commitment and
voluntary participation.
8 The relationship Arfat Organizational Cross- The results reveal satisfaction of Although there are various studies
among job Ahmad, commitment sectinal employees with the extrinsic worth manifested on the relationship
characteristics (2018) Job satisfaction descriptive of job acclivities their sense of between job satisfaction,
organizational Employee turnover study overall job satisfaction. In other organizational commitment and
commitment intention words, path coefficients of intrinsic employee turnover intentions, for all
and and extrinsic characteristics of job that, the present work is an attempt
employee to job satisfaction reveal to deem these relationships in a
turnover employees’ positive evaluation of different panorama to bring more
intentions: A the content and context of their insight in the subject matter of
reciprocation jobs, which, in turn, enhances their organizational behvoiur. For the
perspective positive reciprocal obligation present study, the relationship
toward their job and organization. among the job characteristics, job
As such, these relationships satisfaction, organizational
demonstrate their phenomenon by commitment and employee’ turnover
which employee’s subjective intentions were considered in a
evaluation to the organizational perspective of reciprocity norms. The
offering embedded in the job study opens new horizons to the
characteristic contribute in the researchers across the globe,
formation of employees’ responsive whereby organizational and job
attitude toward the job and the characteristics are considered as
organizational at large. catalyst for the employee’ attitude

9 Successes of Zoltán Affective Case the finding that affective
quality Krajcsák, Commitment study commitment has a strong positive
management (2018) Professional correlation with the TQM principles
systems Commitment and the internal focus of the clan
through self- Continuance culture explains why this dimension
evaluation and commitment of CVF is more directly related to
commitment in the TQM than other flexible
different cultures. Based on the conclusions
organizational of the literature analysis, in the
cultures: A case market culture, the specificities of
study the culture separately strengthen
both continuance commitment and
neuroticism, while neuroticism also
contributes to get a high level of
continuance commitment. Among
the three QMSs discussed in this
paper, ISO 9000 is the most
appropriate system for the market
culture. This is confirmed by the
fact that the continuance
commitment has a strong positive
correlation with the detailed
requirements of ISO 9000 and the
control of the market culture also
explains why this dimension of CVF
is more directly related to the ISO
9000 than other cultures with
external focus
10 Impact of Antonio Human resources Case We have obtained Pearson
perceived Ortega- practices study correlations between independent
corporate Parra perception of variables and those with the
culture on (2013) organizational dependent variable (we use
organizational commitment by factorial scores for each
commitment employees. exploratory model).
There are high and significant
correlations between all the scales
of perceived corporate values and
human resources practices and
between values and practices in
the three dimensions of
organizational commitment. Note
that the dimension with more
weight in the total score on the
scales of commitment is affective
commitment; and it is also that
related to human resources
practices and perceived values
and can be study and analyze in a
functional relationship model.
In organizations with a strong culture,
when selecting a QMS to be applied,
it is decisive what values the
organization finds to be important. At
the organizational level the culture
and at the individual level the
employee commitment resulting from
the nature of culture influence the
success of the QMSs’ application. In
addition, different organizational
cultures are dominated by different
variables of self-evaluation (which
describe personalities well) that can
strengthen or weaken some
dimensions of employee
commitment, thereby affecting the
quality aspects.
The consideration of culture as an
antecedent of commitment, and its
validity as a tool to modulate
behaviour patterns, needs an
adjustment between the espoused
and perceived values. Given the
greater importance of the affective
dimension in organizational
commitment, reinforced by ethical
values and respect to people, all of
which are also closely tied to social
trends, makes clear the need for
companies to pay real attention to
this set of values beyond the simple
formulation in the corporate culture. It
is clear that human resources
practices, at least for the four used in
this study, reinforce the perception of
values. Therefore, companies should
ensure there is congruence between
human resources practices and
values statement, if they want
employees perceive the corporate
culture in the right way.
11 Team identity Janell L. team compensation, Case The results of this study are subject
and Blazovich, flat or performance- study to several limitations. First, the data
performance- (2013) based represent effort decisions and
based individual performance outcomes from an
compensation compensation, flat or experimental game created to
effects on performance-based resemble one interdependent
performance production environment, therefore
limiting thegeneralizability of the
laboratory results to a business
setting. Lack of external
validity is a valid criticism of
experimental results (Shadish et
al., 2006). I chose to test the
hypotheses using an experiment
because it allowed me to
manipulate only the variables of
interest – team compensation,
individual compensation, and team
identity, while holding other factors
(i.e. task and compensation
variation) constant, thus
maintaining internal validity.
12 Hospital centre Ana the performance Cross- The first factor, “human resources
performance Simões, dimensions sectinal development and internal
dimensions and Américo the development of descriptive processes”, did not differ
internal Azevedo, a performance study significantly from the third factor,
stakeholder Suzete internal stakeholders “public service mission” and the
valuation: a Gonçalves, contributions fourth factor “interpersonal
case study (2017) relationships”. The first dimension,
“Human resources development
and internal processes”, referred to
aspects related to the HC internal
conditions that enable the
development of the human
resources and to the organization
of internal processes of the HC.
These are very important aspects
for achieving better performance
levels, according to internal
stakeholders. The involvement of
the human resources in finding
solutions to HC performance
problems and a good and healthy
work environment is considered an
important aspect for excellent HC
performance by respondents.
13 How spirituality, Tung Thanh Engaging work Cross- The outcome of this study also
climate, and Do (2018) spiritual connection sectinal reveals that climate at work plays
compensation sense of community descriptive an important part in the perceived
affect job Workplace climate study job performance. This is also in line
performance Compensation with some former researches of
many authors such as Hansen &
job performance Wernerfelt (1989), Ostroff & Bowen
(2000), who indicated that climate
obtained at organizations
correlates and increases work
performance. Actually, in the
hospital, workplace climate acts as
the strongest predictors of
employees’ perceived job
performance with the highest beta
of .379. However, the mean value
of just 3.84, which is smaller than
engaging work and sense of
community, implied that the
personnel here are satisfied with
this factors less than the others.
Therefore, maintaining and
promoting positive working climate
This study tests how combinations of
individual compensation, team
compensation, and team identity
affect the effort and performance of
individuals working in teams.
Consistent with prior literature, the
results confirm that, on their own,
team performance-based
compensation, individual
performance-based compensation,
and strong team identity each
positively affect performance. Results
indicate that individual performance-
based compensation leads to higher
own effort and better performance,
regardless of team identity. However,
results also indicate that team
performance-based compensation is
more effective at motivating team
effort and performance when
teammates do not know one another.
The combination of team and
individual performance-based
compensation results in the highest
output.
The “public service mission”
dimension is also one of the most
valued by internal stakeholders. This
dimension is mainly patient-oriented.
This dimension reflects the concerns
of the internal stakeholders with the
HC mission and its impact on HC
performance. According to internal
stakeholders’ aspects related to
responding to the real needs of
patients and to guaranteeing the
medical specialties that the
community needs have a great
influence on the HC performance.
The evaluation of the quality of care
provided and its continuous
improvement are also viewed as
important aspects for an HC to have
an excellent performance.
Additionally, many stakeholders were
sensitive to relations between them
and their patients and the
community, considering this an
important aspect to achieve high
performance levels.
Overall, the conceptual and statistical
results of this research consolidate
and broaden the knowledge of
SAWS by Kinjerski & Skrypnek (2004
and 2006a). In addition, it
significantly contributes to the study
of spirituality at work by presenting
empirical evidence indicating
remarkable, positive links between
two dimensions of workplace
spirituality (sense of community,
engaging work) and perceived job
performance. On top of that, other
relations between workplace climate,
compensation, and perceived job
performance are also rigorously
demonstrated, which covers both
monetary and non-monetary factors
of employees’ performance and
introduces a comprehensive
conceptual framework for future
studies to apply or develop at other
sample sites.
 is the most importance.

14 The effect of Vincent compensation Cross- This result is somewhat surprising Our results suggest that a goal
feedback, Chong, schemes sectinal given that fixed-pay compensation attainment bonus compensation
assigned goal Simon Tak- task descriptive scheme is a scheme result in higher task
levels and wing Leung, performance study non-contingent pay scheme. This performance when compared to a
compensation (2018) performance finding provides some insight to the fixed-pay compensation scheme
schemes on feedback prediction of goal-setting theory, because the former is likely to be
task assigned goal levels which suggests that difficult but more motivating. Taken together, our
performance attainment goals are more results suggest that performance
motivating than easy goals. A feedback, assigned goal levels and
plausible explanation is that the compensation schemes affect
effectiveness of types of individuals’ task performance
compensation schemes will likely interactively. On the other hand, this
hinge on the importance of study provides some practical
promoting the discovery of contributions to managers, in terms
production efficiencies relative to of useful guidelines, in improving the
motivating productive effort. performance of their subordinates.

15 The Effects of Fanzheng Compensation Experimen Findings from this research, about The main purpose of this study is to
Compensation Yang (2016) schemes; tal Design different self-selections between build a mapping from the set of
Schemes and performance male and female subjects, shed individual characteristics to their
Performance feedback; light on the explanation for gender stated preferences for different team-
Feedback on self-selection differences in career choices, and based compensation schemes. As a
Employee’s ultimately for the existence of the consequence, the findings from this
Self- gender wage gap. Previous experimental labor market research
Selection: An literature suggests that the gender have several important implications
Experimental gap in competition is driven by in the real world. First of all, when
Investigation gender-specific risk preferences designing proper compensation
and/or different self-confidence schemes for attracting talented
levels. employees, companies should take
However, the results of this study into account the interaction between
verify that social preference of incentives and individual self-
“inequality aversion” and selection. Workers with different
uncertainty without sufficient characteristics have not only different
information about relative productivity responses to various
performance also play important compensation schemes, but also
roles in shaping gender-specific have heterogeneous preferences for
preferences for different team- those incentives. Hence, to achieve
based schemes. particular targeted composition of the
workforce, companies should offer
proper incentives to get the right
people into the right jobs. And, since
it is very difficult to elicit the non-
cognitive characteristics during the
process of recruitment in practice,
the incentive design presented in this
research could serve as a useful
screening device.