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Intense competition has made it critical for airlines to retain its highly capable staff by ensuring the highest job satisfaction of its employees. This competition has resulted from the emergence of budget airlines focussed on a niche market. To provide a differentiated passenger experience whilst flying with airlines, the management should ensure that all the staff, including ground level and cabin crew, who are the initial contact point with customers are highly satisfied in terms of their job roles. The study evaluates human resource (HR) factors affecting job satisfaction with a given (anonymous) airline. A detailed study and analysis of major factors contributing to job satisfaction in the said airline was carried out. In analysing the relationship and current level of job satisfaction, the study uses a quantitative approach, with primary data obtained from questionnaires completed by employees in one of the airlines. Further, the study has identified independent variables as being financial rewards and recognition, training and development, and work environment. Statistical tools, such as correlation and regression analysis, are used to evaluate the responses from questionnaires and to provide significance of the independent variables contributing to job satisfaction.

Employees often do not speak about raw ideas, to avoid a loss of face. Therefore, they struggle to develop their ideas further and share them in the workplace. Since research on the unconscious processes of idea development in the front-end of innovation is scarce, we explore this phenomenon by identifying the most prevalent needs for ideation in literature. We evaluate these needs by surveying 122 employees of a German automotive company. Our results show an overall hierarchy of needs and four clusters of employees based on the indicated needs in different phases of their idea development process. Employees with many ideas have the most demands. Employees with fewer ideas demand more social interaction and access to information technology to gather information and evaluate ideas. We find that the demand for resources varies significantly throughout the idea development process. Therefore, organizations must address employees’ needs differently, depending on what phase of the idea development process their ideas are in, and the number of ideas submitted.

Personality, leadership style, and work environment affect the performance of an individual in an organisation. The objective of the study is to examine the relationship between personality, leadership styles, and work environment. The sample of 285 managers working at Micro, Small and Medium Enterprises (MSMEs) in Punjab, India is taken. A quantitative method is used in the study and the data is collected by using standardised questionnaire. The result of the study shows that majority of personality traits were found associated with transactional leadership style and work environment, while various non-significant correlation results were found between personality and transformational leadership subscales, the transformational leadership style failed to establish a significant relationship with any of the personality subscales, and the personality traits correlated positively, while others negatively with some of the subscales of transactional and transformational leadership and work environment. The study also finds that transactional leadership styles were significantly but negatively correlated with work environment and transformational leadership styles were not significantly correlated with work environment, thus aggregate work environment was significantly correlated with transactional leadership styles.

The prison environment plays a crucial role in ensuring that offender rehabilitation programmes can be implemented effectively, and in facilitating the achievement and maintenance of desired offender rehabilitation outcomes. Correctional staff have a capacity for accumulative positive impact on rehabilitation through daily meaningful and supportive interactions with inmates. The Singapore Prison Service (SPS) acknowledges this importance and has been enhancing its correctional environments over the years, which has in turn led to changes in the roles of correctional staff and how institutions operate. This has required significant changes in previous operating mindsets, systems and processes. SPS crafted its Captains of Lives (COLs) branding, developed a revised mission, vision and values, as well as conceptualised a new set of correctional practices titled 7 Habits of Effective COLs, which was officially introduced to all staff in 2017. To ensure that COLs can embody these 7 Habits effectively, SPS enhanced the existing training curriculum of milestone courses and developed new courses to equip staff with relevant knowledge and skills. To further reinforce this across all levels of SPS, leaders were equipped with further supervision and coaching skills to support their staff in applying the 7 Habits of Effective COLs in their daily work. Research shows that correctional staff are exposed to complex stressors, which may place them at higher risk of mental health concerns, such as depression and posttraumatic stress disorder. Correctional agencies must therefore be responsible for creating and maintaining mentally healthy workplaces for correctional staff to flourish through initiatives promoting mental health awareness, providing early outreach and intervention to atrisk staff, and supporting recovery of staff living with mental health conditions.