Factors contributing to job satisfaction and turnover intentions: Analysis of data from 10 Japanese industries

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This study clarified the differences in the factors contributing to job satisfaction and turnover intentions, focusing on 10 factors—eight from the literature (rewarding work, skill acquisition, fair wages, work–life balance, flexible work, office equipment, relationships with superiors, and corporate social responsibility) and two new factors: company philosophy and advanced technology. Methods Following a literature review and hypotheses development, we applied structural equation modeling to online survey data of 1,000 workers employed in 10 industries (automobiles, banking, clothing, cosmetics, electronics, food, government, IT, medical and health care, and retail) in Japan. Results The results showed that these factors (in the given order) have significant positive effects on job satisfaction: rewarding work, work–life balance, company philosophy, and fair wages. Flexible work has a negative effect on job satisfaction, contrary to expectations. Skill acquisition and relationships with superiors have a negative effect on turnover intentions, while advanced technology has a positive effect. Moreover, men emphasize objective factors such as wages and skills, whereas women emphasize psychological factors such as human relationships and an empathetic company philosophy. Conclusions By treating the 10 factors equally, this study showed that the factors contributing to job satisfaction and turnover intentions are different. Furthermore, two new factors—company philosophy and advanced technology—were evaluated in the context of job satisfaction and turnover intentions. job satisfaction turnover intentions rewarding work skill acquisition fair wages work–life balance flexible work corporate social responsibility company philosophy Figures Figure 1 Figure 2 Figure 3 Background Companies should consider their employees more important than their customers. Internal marketing refers to focusing on and supporting employees as internal customers in a marketing context [ 1 ]. Employee satisfaction gained through this activity increases sales [ 2 ], improves organizational reputation [ 3 ], and affects the speed of the response to changes in the market environment [ 4 ]. The effects of internal marketing hold universally regardless of the organization’s size or the difference in occupations [ 5 ]. Although its importance is widely recognized, internal marketing is difficult to implement effectively. This is because employee motivation management is one of the oldest and most difficult challenges faced by managers [ 6 ]. Employees have multiple needs that are driven by diverse motivations [ 7 ]. Some employees value a work environment with busy schedules that allow them to acquire specialized skills, while others prioritize work–life balance above all else. Hence, organizations must comprehensively understand the factors that contribute to employee job satisfaction and turnover intentions for employees to maximize their performance. Studies have extensively explained the factors underlying job satisfaction and turnover intentions. However, the following viewpoints have not been sufficiently examined in the literature: 1) Company philosophy: As this is an abstract concept, it has been downplayed owing to the difficulty in motivating employees to work toward a common goal [ 8 – 10 ]. Recently, an increasing number of companies have focused on creating “purpose statements” to examine the reason for their existence and clearly demonstrate their impact on society [ 11 ]. However, this factor’s effects on job satisfaction and turnover intentions are poorly understood. 2) Advanced technology: Businesses have increased their competitiveness by taking advantage of technologies that are evolving at a rapid speed. Surprisingly, few studies have assessed the impact of introducing technology from an employee’s perspective. 3) Comprehensive evaluation of the job satisfaction and turnover intention factors: The factors demonstrated in the literature include rewarding work, skill acquisition, fair wages, work–life balance, flexible work, office equipment, relationships with superiors, and corporate social responsibility (CSR). However, these studies’ findings are fragmented. Moreover, there is a concern that the effects of the factors are overestimated as the factors are considered individually in these studies. 4) Difference in the factors underlying job satisfaction and turnover intentions: Although the two are closely related [ 12 ], their factors differ [ 13 – 15 ]. Surprisingly, few studies have addressed these main factors and clarified their differences. To address these gaps, the aim of this study was to clarify the differences between the factors underlying job satisfaction and turnover intentions, focusing on 10 factors—the aforementioned eight factors from the literature and two new factors, namely company philosophy and advanced technology. The purpose of this study was to add company philosophy and advanced technology perspectives to the previously fragmented knowledge of internal marketing and expand the knowledge in an integrated manner. Clarifying how these factors are prioritized can help practitioners design effective personnel systems. Literature Review and Hypotheses Company Philosophy Profits and shareholder value drive for-profit companies; moreover, profits help them achieve bigger goals [ 16 ]. This phenomenon is explained using many terms: philosophy, mission, vision, purpose, credo, or the company way [ 9 ]. That said, these terms are used with similar connotations by companies, such as “the most important part of the philosophy is the corporate mission” [ 17 ] and “corporate mission and philosophy” [ 18 ]. However, clear definitions for these terms have not yet been established. Balmer [ 18 ] unified the definitions of philosophy and stated that philosophy refers to the “espoused values of the organization’s owner or its chief executive and management board.” Philosophy is a more important tool for strategic policy and employee motivation within an organization than for building an external image [ 18 , 19 ]. Consider the following example of a statement by a prominent company: “Establish an ideal factory that stresses a spirit of freedom and open-mindedness” [ 20 ]. To motivate employees, companies should design a personnel system that makes everyone feel they are pursuing an important purpose [ 21 ]. Company philosophy is related to improvements in organizational performance [ 22 ], and its effect may also be exhibited from an employee’s perspective. Accordingly, we propose the following hypotheses: H1-1: A clear and empathetic company philosophy positively affects job satisfaction. H1-2: A clear and empathetic company philosophy negatively affects turnover intentions. Rewarding Work Perceptions of the social impact and meaning of one’s work significantly impact job satisfaction [ 23 ]. Hence, in occupations such as nursing, which have a high turnover rate, careful explanations about careers must be provided to students as they consider their areas of study and future occupations [ 24 ]. Job satisfaction also depends on the match between the job desired by a person and the acquired job [ 13 ]. Therefore, we propose the following hypotheses: H2-1: Rewarding work positively affects job satisfaction. H2-2: Rewarding work negatively affects turnover intentions. Skill Acquisition The workplace environment in which professional skills are developed is a strong factor supporting career success [ 15 ]. Awareness of workplace training both increases job satisfaction and reduces workplace stress [ 25 ]. In some cases, the environment wherein one can acquire specialized knowledge that can be used at work is emphasized rather than career status, such as annual income and position [ 26 ]. Accordingly, we propose the following hypotheses: H3-1: Jobs that lead to skill acquisition positively affect job satisfaction. H3-2: Jobs that lead to skill acquisition negatively affect turnover intentions. Fair Wages Fair wages are a major attraction for employees and reduce their willingness to leave [ 27 ]. Rewards, such as promotions and incentives, are also effective factors in this regard [ 28 ]. Effort–reward imbalances are detrimental to health [ 29 ]. Hence, we propose the following hypotheses: H4-1: Fair wages positively affect job satisfaction. H4-2: Fair wages negatively affect turnover intentions. Work–Life Balance Workload is the most common stressor [ 30 ], and employees may experience frustration when work eats into their personal time. Therefore, organizations can benefit from implementing practices relevant to their employees’ quality of life [ 31 ]. Employee work–life balance is positively correlated with organizational pride and job satisfaction [ 32 ]. Therefore, we propose the following hypotheses: H5-1: Work–life balance positively affects job satisfaction. H5-2: Work–life balance negatively affects turnover intentions. Flexible Work While the benefits of flexible working styles are apparent, they also entail numerous risks. Social isolation in remote work is a major risk factor and can lead to employee dissatisfaction [ 33 ]. Additionally, various factors hinder remote work, such as caring for young children. Therefore, it is difficult to identify the impact of remote work [ 34 ]. However, the existing knowledge of remote work will need to be verified in the post-COVID-19 phase [ 35 ]. During the COVID-19 pandemic, as most employees could choose their working style, most demanded flexible working styles. Remote work started gaining popularity even before the pandemic [ 36 ]; however, its popularity has increased rapidly since 2020. Accordingly, we propose the following hypotheses: H6-1: Flexible work positively affects job satisfaction. H6-2: Flexible work negatively affects turnover intentions. Office Equipment The purpose of office design is to increase employee satisfaction and improve labor productivity [ 37 ]. It has long been recognized that the variety of equipment in an office has important implications for employees [ 38 ]. Further, the office environment affects not only job satisfaction but also employees’ health status [ 39 ]. Hence, we propose the following hypotheses: H7-1: Office equipment positively affects job satisfaction. H7-2: Office equipment negatively affects turnover intentions. Relationships with Superiors Support from a superior reduces job dissatisfaction [ 40 ] and resolves work–family conflicts [ 41 ]. Conversely, harassment by a superior, such as when a superior uses their phone in front of the employees, reduces employee motivation and worsens job performance [ 42 ]. Therefore, we propose the following hypotheses: H8-1: A good relationship with a superior positively affects job satisfaction. H8-2: A good relationship with a superior negatively affects turnover intentions. CSR Perceived CSR is significantly associated with job satisfaction and organizational commitment [ 43 , 44 ]. Corporate leaders should implement appropriate CSR strategies [ 45 ]; hence, we propose the following hypotheses: H9-1: CSR positively affects job satisfaction. H9-2: CSR negatively affects turnover intentions. Advanced Technology The effect of advanced technology on corporate competitiveness is undeniably obvious. A recent notable technological innovation is artificial intelligence (AI). Combining AI with data and insights within an organization helps identify redundancies in business processes and allows optimal utilization of resources to improve performance [ 46 ]. China’s progress in this regard has been particularly remarkable, with Alibaba and Tencent continuing to grow rapidly owing to AI’s benefits [ 47 ]. However, there is a concern that advanced technology has the opposite effect from the employee satisfaction perspective. Many workers have anxiety about losing their jobs when AI and robots are adopted [ 48 , 49 ]. Therefore, we propose the following hypotheses: H10-1: Introducing advanced technology negatively affects job satisfaction. H10-2: Introducing advanced technology positively affects turnover intentions. Figure 1 presents the hypothetical model for this study. [Figure 1 near here] Methodology From December 16 to December 20, 2022, we conducted an online survey of 1,000 people in their 20s to 60s in Japan. To be eligible for the survey, the participants had to be (a) regular workers and (b) employed in one of the 10 target industries. As shown in Table 1 , participants were recruited such that the gender and age categories were equally represented. As shown in Table 2 , the survey required respondents to rate three statements each for 12 factors, including job satisfaction and turnover intentions, using a five-point Likert scale (definitely disagree = 1; definitely agree = 5). The surveys were sent to a panel from Cross Marketing, a Japanese research company. All study participants provided informed consent. In this study, the hypotheses were verified using structural equation modeling. This model was applied after extracting factors via factor analysis. We used the comparative fit index (CFI), goodness of fit index (GFI), standardized root mean square residual (SRMR), and root mean square error of approximation (RMSEA) as fit indices. A level of 5% was considered statistically significant. The analysis was conducted using R version 3.6.2. Results As shown in Fig. 2 , as per the structural equation modeling results, completely different factors contribute to job satisfaction and turnover intentions. These factors (in the following order) have significant positive effects on job satisfaction: rewarding work, work–life balance, company philosophy, and fair wages. However, flexible work exhibits a negative effect on (reduces) job satisfaction, contrary to expectations. Meanwhile, skill acquisition and good relationships with superiors negatively affect (reduce) turnover intentions, while advanced technology has a positive effect. No effect is detected for either office equipment or CSR. The fitness indices indicate good fit (CFI = 0.955, GFI = 0.924, SRMR = 0.043, RMSEA = 0.046). Therefore, H1-1, H2-1, H3-2, H4-1, H5-1, H8-2, and H10-2 are supported, while the other hypotheses are not supported. Additionally, as shown in Fig. 3 , multiple-sample structural equation modeling was applied to examine gender differences. The results show that job satisfaction is attributed to fair wages for men and to work–life balance and company philosophy for women. As women value empathy more [ 50 ], company philosophy tends to be more effective for women than for men. Skill acquisition and relationships with superiors contribute to turnover intentions for men and women, respectively. This may be because women tend to face sexual harassment at work [ 51 ]. In other words, men place more emphasis on objective factors, while women place more emphasis on psychological factors, such as human relationships and an empathetic company philosophy. Turnover intention caused by advanced technology is common, regardless of gender. [Figure 2 and Fig. 3 near here] Discussion This study provides two main theoretical contributions. First, two new factors—company philosophy and advanced technology—were evaluated in the context of job satisfaction and turnover intentions. An empathic company philosophy increases job satisfaction, and this effect is more pronounced among women. The study concretely demonstrated that company philosophy is an important tool for motivating employees within an organization. This result concurs with previous studies’ findings [ 18 , 19 , 21 ]. This study contributes by showing that the effect of company philosophy is significant even when evaluated in conjunction with other strong factors. Additionally, the introduction of advanced technology increases turnover intentions. It was confirmed that employees’ concerns about losing their jobs owing to the introduction of innovative technologies such as AI hold regardless of gender. Second, scholars have raised concerns that the factors related to job satisfaction and turnover intentions have not been comprehensively evaluated in the literature, as prior studies have focused on individual or partial factors. We comprehensively evaluated the factors related to job satisfaction and turnover intentions, which were subdivided and integrated into this study’s findings. By treating the 10 factors equally, this study showed, for the first time, that the factors contributing to job satisfaction and turnover intentions are different. This study provides five practical implications. First, factors contributing to job satisfaction and turnover intentions differ. Specifically, if practitioners want to increase women’s job satisfaction, they need a system that improves their work–life balance; moreover, to lower their turnover intention, they need a system that improves their relationships with superiors. It is important to know the objective behind implementing a measure because sufficient results cannot be obtained if the measures are developed with vague objectives. Second, the study’s results showed that managers should reaffirm the importance of company philosophy. This concept may exert effects on job satisfaction that go beyond those of wages. Considering that philosophy is especially important for women, redefining the company philosophy to improve workplaces that are overly biased toward men will be effective. Further, the effect of wages on job satisfaction could be limited owing to the influence of Japan’s seniority wage system. In Japan, salaries are fixed according to age [ 52 ]. Consequently, in Japan, employees’ salaries do not change significantly based on their performance. Therefore, salaries contribute little to job satisfaction. Third, when introducing a cutting-edge technology, employers should consider employees’ concerns regarding job safety. Particularly, with the rapid development of AI, the fear of losing jobs has emerged and has received widespread attention [ 48 , 49 ]. Recently, ChatGPT, which was announced by Open AI, has shown potential for handling creative tasks [ 53 , 54 ]. Therefore, the anxiety regarding job losses owing to technology will increase further in the future. This study demonstrated that the introduction of advanced technology has a negative effect on turnover intentions. Accordingly, employees should be carefully informed about the purpose and scope of the impact before introducing a technology. However, if an employee’s expertise and the introduced advanced technology are compatible, the risk is low [ 55 ]. Fourth, introducing flexible working styles requires careful consideration. Problems such as social isolation [ 33 ] and the difficulty of separating work from private life [ 34 ] exist; thus, companies have not satisfactorily implemented the remote work concept. Flexibility in workplaces, which was essential during the pandemic, should be reevaluated to examine the extent to which it is implemented in the post-pandemic phase. Fifth, the management should recognize that current CSR is ineffective in motivating employees to work. This is because the general approach to CSR is too far removed from business strategies [ 56 ]. Therefore, sustainability should be integrated into business strategies [ 57 , 58 ]. This study has several limitations. First, although this study covers 10 industries, the results are limited to Japan, which limits the generalization of the conclusions. Japan has a unique personnel system characterized by seniority wages and lifetime employment. Therefore, the results may differ from those in other regions. Second, the effects of age or family status were not examined. Even for those who were willing to sacrifice their work–life balance to gain competence when they were young, work–life balance may become paramount after having children. Third, we were unable to examine differences due to company size. Employee motivation factors vary between large companies and small- and medium-sized enterprises [ 26 ]. Fourth, occupational differences were not considered. It is possible that the required working conditions will change between occupations where employees work in offices and those where they work in factories and between occupations that involve routine work and those with new daily tasks. Finally, the effects of the capabilities and performance of each employee were not considered. Depending on the ability level, the required work environment conditions change. Therefore, by using detailed data for each employee as adjustment variables, we can obtain more accurate results. These are topics for future research. [Table 1 and Table 2 near here] List Of Abbreviations corporate social responsibility (CSR) artificial intelligence (AI) comparative fit index (CFI) goodness of fit index (GFI) standardized root mean square residual (SRMR) root mean square error of approximation (RMSEA) Declarations Ethics approval and consent to participate: All study participants provided informed consent. The study design was approved by the Meiji University ethics review board. Consent for publication: Not applicable. Availability of data and materials: The data that support the findings of this study are available from the corresponding author upon reasonable request. Competing interests: The authors declare that they have no competing interests. Funding: This study received no financial support for the research, authorship, and/or publication of this article. 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Organizational justice and organizational commitment among South Korean police officers: an investigation of job satisfaction as a mediator. Policing. 2012;35:402-23. doi:10.1108/13639511211230156. Chao MC, Jou RC, Liao CC, Kuo CW. Workplace stress, job satisfaction, job performance, and turnover intention of health care workers in rural Taiwan. Asia Pac J Public Health. 2015;27:NP1827–36. doi:10.1177/1010539513506604. Mayfield J, Mayfield M. The effects of leader communication on a worker’s intent to stay: an investigation using structural equation modeling. Hum Perform. 2007;20:85-102. doi:10.1080/08959280701332018. Yeh CM. Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Ann Tour Res. 2013;42:214-39. doi:10.1016/j.annals.2013.02.002. Greve W, Thomsen T, Dehio C. Does playing pay? The fitness-effect of free play during childhood. Evol Psychol. 2014;12:434-47. doi:10.1177/147470491401200210. Ko W-H. The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan. Int J Hosp Manag. 2012;31:1004-11. doi:10.1016/j.ijhm.2011.12.004. Kong H, Wang S, Fu X . Meeting career expectation: can it enhance job satisfaction of Generation Y? Int J Contemporary Hosp Manag. 2015;27:147-68. doi:10.1108/IJCHM-08-2013-0353. Auer Antoncic J, Antoncic B. Employee satisfaction, intrapreneurship and firm growth: a model. Industr Mngmnt & Data Systems. 2011;111:589-607. doi:10.1108/02635571111133560. Al-Refaie A. Effects of human resource management on hotel performance using structural equation modeling. Comput Hum Behav. 2015;43:293-303. doi:10.1016/j.chb.2014.11.016. Haar JM. Testing a new measure of work–life balance: a study of parent and non-parent employees from New Zealand. Int J Hum Resour Manag. 2013;24:3305-24. doi:10.1080/09585192.2013.775175. Demircioglu MA. Sources of innovation, autonomy, and employee job satisfaction in public organizations. Public Perform Manag Rev. 2021;44:155-86. doi:10.1080/15309576.2020.1820350. Rothe P, Lindholm A-L, Hyvönen A, Nenonen S. Work environment preferences–does age make a difference? Facil. 2012;30:78-95. doi:10.1108/02632771211194284. Körner M, Wirtz MA, Bengel J, Göritz AS. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC Health Serv Res. 2015;15:243. doi:10.1186/s12913-015-0888-y. Zhang Z, Lee JC-K, Wong PH. Multilevel structural equation modeling analysis of the servant leadership construct and its relation to job satisfaction. Leadersh Organ Dev J. 2016;37:1147-67. doi:10.1108/LODJ-07-2015-0159. Jauhari H, Singh S. Perceived diversity climate and employees’ organizational loyalty. Equal Divers Incl. 2013;32:262-76. doi:10.1108/EDI-12-2012-0119. Tables Table 1 Respondent attributes. Item Content Number of Respondents Ratio Gender Male 500 50.0% Female 500 50.0% Age 20s 200 20.0% 30s 200 20.0% 40s 200 20.0% 50s 200 20.0% 60s 200 20.0% Job Management 46 4.6% Sales & Marketing 204 20.4% Engineering 187 18.7% Production 114 11.4% Back Office 201 20.1% Others 248 24.8% Annual Income < 1.9 million yen 66 6.6% 2 − 3.9 million yen 308 30.8% 4 − 5.9 million yen 293 29.3% 6 − 7.9 million yen 179 17.9% 8 − 9.9 million yen 76 7.6% 10 − 14.9 million yen 46 4.6% 15 − 19.9 million yen 7 0.7% > 20 million yen 25 2.5% Job Title Staff 669 66.9% Assistant Section Chief 119 11.9% Section Chief 102 10.2% Department Manager 110 11.0% Company Size 5,000 240 24.0% Table 2 Survey design. No. Factor Variable Question Mean SE Reference 1 Job Satisfaction SAT_1 Generally speaking, I am very satisfied with this job. 3.089 1.025 Schermuly et al. [ 59 ] SAT_2 I am proud to tell people that I work at this company. 3.125 1.004 Griffin et al. [ 60 ] SAT_3 I hope to keep this job until retirement. 3.363 1.030 Crow et al. [ 61 ] 2 Turnover Intentions TUR_1 I am willing to try another job when an opportunity is offered. 2.519 1.098 Chao et al. [ 62 ] TUR_2 I would feel very happy about working for another employer. 2.902 0.948 Mayfield and Mayfield [ 63 ] TUR_3 I would change jobs if I could find another position that pays as well as my current one. 2.974 1.085 Mayfield and Mayfield [ 63 ] 3 Company Philosophy PHI_1 The founding philosophy of the company I work for is clear. 3.147 0.972 Original PHI_2 I empathize with the philosophy of the company I work for. 3.102 0.955 Original PHI_3 The business purpose of the company I work for is clearly defined. 3.144 0.962 Original 4 Rewarding Work REW_1 I am rewarded for my work. 3.243 0.982 Crow et al. [ 61 ] REW_2 I find the work that I do full of meaning and purpose. 3.302 0.964 Yeh [ 64 ] REW_3 My work is appreciated by others. 3.218 0.935 Greve et al. [ 65 ] 5 Skill Acquisition SKI_1 I view my work as contributing to my personal growth. 3.074 0.983 Peng et al. [ 23 ] SKI_2 I have the confidence to enrich my knowledge and the skills to deal with changes in the future. 3.084 1.002 Ko [ 66 ] SKI_3 I have attended training programs that may help develop my career. 2.921 0.989 Kong et al. [ 67 ] 6 Fair Wages WAG_1 I am satisfied with the pay I receive for my job. 2.968 1.025 Auer Antoncic and Antoncic [ 68 ] WAG_2 I am satisfied with my position. 3.015 1.020 Ko [ 66 ] WAG_3 My salary matches my responsibilities. 2.930 1.049 Al-Refaie [ 69 ] 7 Work–Life Balance BAL_1 Nowadays, I seem to enjoy every aspect of my life equally well. 2.944 1.046 Haar [ 70 ] BAL_2 I am satisfied with my work–life balance. 3.121 1.013 Haar [ 70 ] BAL_3 I manage to balance the demands of my work and personal and family life well. 2.924 1.050 Haar [ 70 ] 8 Flexible Work FLE_1 I can decide when to take a break. 3.246 1.075 Demircioglu [ 71 ] FLE_2 I have significant autonomy in determining how I do my job. 2.765 1.122 Schermuly et al. [ 59 ] FLE_3 The company I work for allows its employees to have side jobs. 2.476 1.245 Original 9 Office Equipment OFF_1 My workplace is easily accessible from my house. 3.057 1.091 Rothe et al. [ 72 ] OFF_2 My office is kept clean. 2.513 1.117 Rothe et al. [ 72 ] OFF_3 My workplace has excellent office facilities. 2.849 1.080 Rothe et al. [ 72 ] 10 Relationships with SUP_1 My superior respects my opinion. 3.074 1.000 Crow et al. [ 61 ] Superiors SUP_2 My superior attaches great importance to internal communication. 3.104 1.006 Körner et al. [ 73 ] SUP_3 My superior helps me overcome negative feelings. 2.898 0.998 Zhang et al. [ 74 ] 11 CSR CSR_1 My current employer treats everyone fairly. 2.983 1.001 Jauhari and Singh [ 75 ] CSR_2 My company helps solve social problems. 3.010 0.972 Murshed et al. [ 44 ] CSR_3 My company makes adequate contributions to local communities. 2.964 1.033 Murshed et al. [ 44 ] 12 Advanced Technology TEC_1 My company is actively introducing AI. 2.353 1.070 Original TEC_2 My company is promoting innovation through digital transformation. 2.777 1.114 Original TEC_3 My company emphasizes automation by robots. 2.475 1.126 Original Additional Declarations No competing interests reported. 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Internal marketing refers to focusing on and supporting employees as internal customers in a marketing context [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. Employee satisfaction gained through this activity increases sales [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e], improves organizational reputation [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e], and affects the speed of the response to changes in the market environment [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. The effects of internal marketing hold universally regardless of the organization\u0026rsquo;s size or the difference in occupations [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. Although its importance is widely recognized, internal marketing is difficult to implement effectively. This is because employee motivation management is one of the oldest and most difficult challenges faced by managers [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. Employees have multiple needs that are driven by diverse motivations [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Some employees value a work environment with busy schedules that allow them to acquire specialized skills, while others prioritize work\u0026ndash;life balance above all else. Hence, organizations must comprehensively understand the factors that contribute to employee job satisfaction and turnover intentions for employees to maximize their performance.\u003c/p\u003e \u003cp\u003eStudies have extensively explained the factors underlying job satisfaction and turnover intentions. However, the following viewpoints have not been sufficiently examined in the literature:\u003c/p\u003e \u003cp\u003e1) Company philosophy: As this is an abstract concept, it has been downplayed owing to the difficulty in motivating employees to work toward a common goal [\u003cspan additionalcitationids=\"CR9\" citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Recently, an increasing number of companies have focused on creating \u0026ldquo;purpose statements\u0026rdquo; to examine the reason for their existence and clearly demonstrate their impact on society [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. However, this factor\u0026rsquo;s effects on job satisfaction and turnover intentions are poorly understood.\u003c/p\u003e \u003cp\u003e2) Advanced technology: Businesses have increased their competitiveness by taking advantage of technologies that are evolving at a rapid speed. Surprisingly, few studies have assessed the impact of introducing technology from an employee\u0026rsquo;s perspective.\u003c/p\u003e \u003cp\u003e3) Comprehensive evaluation of the job satisfaction and turnover intention factors: The factors demonstrated in the literature include rewarding work, skill acquisition, fair wages, work\u0026ndash;life balance, flexible work, office equipment, relationships with superiors, and corporate social responsibility (CSR). However, these studies\u0026rsquo; findings are fragmented. Moreover, there is a concern that the effects of the factors are overestimated as the factors are considered individually in these studies.\u003c/p\u003e \u003cp\u003e4) Difference in the factors underlying job satisfaction and turnover intentions: Although the two are closely related [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e], their factors differ [\u003cspan additionalcitationids=\"CR14\" citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. Surprisingly, few studies have addressed these main factors and clarified their differences.\u003c/p\u003e \u003cp\u003eTo address these gaps, the aim of this study was to clarify the differences between the factors underlying job satisfaction and turnover intentions, focusing on 10 factors\u0026mdash;the aforementioned eight factors from the literature and two new factors, namely company philosophy and advanced technology. The purpose of this study was to add \u003cem\u003ecompany philosophy\u003c/em\u003e and \u003cem\u003eadvanced technology\u003c/em\u003e perspectives to the previously fragmented knowledge of internal marketing and expand the knowledge in an integrated manner. Clarifying how these factors are prioritized can help practitioners design effective personnel systems.\u003c/p\u003e"},{"header":"Literature Review and Hypotheses","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003eCompany Philosophy\u003c/h2\u003e \u003cp\u003eProfits and shareholder value drive for-profit companies; moreover, profits help them achieve bigger goals [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. This phenomenon is explained using many terms: philosophy, mission, vision, purpose, credo, or the company way [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. That said, these terms are used with similar connotations by companies, such as \u0026ldquo;the most important part of the philosophy is the corporate mission\u0026rdquo; [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e] and \u0026ldquo;corporate mission and philosophy\u0026rdquo; [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]. However, clear definitions for these terms have not yet been established. Balmer [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e] unified the definitions of philosophy and stated that philosophy refers to the \u0026ldquo;espoused values of the organization\u0026rsquo;s owner or its chief executive and management board.\u0026rdquo;\u003c/p\u003e \u003cp\u003ePhilosophy is a more important tool for strategic policy and employee motivation within an organization than for building an external image [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. Consider the following example of a statement by a prominent company: \u0026ldquo;Establish an ideal factory that stresses a spirit of freedom and open-mindedness\u0026rdquo; [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]. To motivate employees, companies should design a personnel system that makes everyone feel they are pursuing an important purpose [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. Company philosophy is related to improvements in organizational performance [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e], and its effect may also be exhibited from an employee\u0026rsquo;s perspective. Accordingly, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH1-1: A clear and empathetic company philosophy positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH1-2: A clear and empathetic company philosophy negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003eRewarding Work\u003c/h2\u003e \u003cp\u003ePerceptions of the social impact and meaning of one\u0026rsquo;s work significantly impact job satisfaction [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Hence, in occupations such as nursing, which have a high turnover rate, careful explanations about careers must be provided to students as they consider their areas of study and future occupations [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]. Job satisfaction also depends on the match between the job desired by a person and the acquired job [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Therefore, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH2-1: Rewarding work positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH2-2: Rewarding work negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003eSkill Acquisition\u003c/h2\u003e \u003cp\u003eThe workplace environment in which professional skills are developed is a strong factor supporting career success [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. Awareness of workplace training both increases job satisfaction and reduces workplace stress [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. In some cases, the environment wherein one can acquire specialized knowledge that can be used at work is emphasized rather than career status, such as annual income and position [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. Accordingly, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH3-1: Jobs that lead to skill acquisition positively affect job satisfaction.\u003c/p\u003e \u003cp\u003eH3-2: Jobs that lead to skill acquisition negatively affect turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003eFair Wages\u003c/h2\u003e \u003cp\u003eFair wages are a major attraction for employees and reduce their willingness to leave [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]. Rewards, such as promotions and incentives, are also effective factors in this regard [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]. Effort\u0026ndash;reward imbalances are detrimental to health [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]. Hence, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH4-1: Fair wages positively affect job satisfaction.\u003c/p\u003e \u003cp\u003eH4-2: Fair wages negatively affect turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003eWork\u0026ndash;Life Balance\u003c/h2\u003e \u003cp\u003eWorkload is the most common stressor [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e], and employees may experience frustration when work eats into their personal time. Therefore, organizations can benefit from implementing practices relevant to their employees\u0026rsquo; quality of life [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]. Employee work\u0026ndash;life balance is positively correlated with organizational pride and job satisfaction [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]. Therefore, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH5-1: Work\u0026ndash;life balance positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH5-2: Work\u0026ndash;life balance negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003eFlexible Work\u003c/h2\u003e \u003cp\u003eWhile the benefits of flexible working styles are apparent, they also entail numerous risks. Social isolation in remote work is a major risk factor and can lead to employee dissatisfaction [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]. Additionally, various factors hinder remote work, such as caring for young children. Therefore, it is difficult to identify the impact of remote work [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e]. However, the existing knowledge of remote work will need to be verified in the post-COVID-19 phase [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. During the COVID-19 pandemic, as most employees could choose their working style, most demanded flexible working styles. Remote work started gaining popularity even before the pandemic [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]; however, its popularity has increased rapidly since 2020. Accordingly, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH6-1: Flexible work positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH6-2: Flexible work negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003eOffice Equipment\u003c/h2\u003e \u003cp\u003eThe purpose of office design is to increase employee satisfaction and improve labor productivity [\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e]. It has long been recognized that the variety of equipment in an office has important implications for employees [\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e]. Further, the office environment affects not only job satisfaction but also employees\u0026rsquo; health status [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]. Hence, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH7-1: Office equipment positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH7-2: Office equipment negatively affects turnover intentions.\u003c/p\u003e \u003cdiv id=\"Sec10\" class=\"Section3\"\u003e \u003ch2\u003eRelationships with Superiors\u003c/h2\u003e \u003cp\u003eSupport from a superior reduces job dissatisfaction [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e] and resolves work\u0026ndash;family conflicts [\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e]. Conversely, harassment by a superior, such as when a superior uses their phone in front of the employees, reduces employee motivation and worsens job performance [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Therefore, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH8-1: A good relationship with a superior positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH8-2: A good relationship with a superior negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003c/div\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003eCSR\u003c/h2\u003e \u003cp\u003ePerceived CSR is significantly associated with job satisfaction and organizational commitment [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]. Corporate leaders should implement appropriate CSR strategies [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]; hence, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH9-1: CSR positively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH9-2: CSR negatively affects turnover intentions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003eAdvanced Technology\u003c/h2\u003e \u003cp\u003eThe effect of advanced technology on corporate competitiveness is undeniably obvious. A recent notable technological innovation is artificial intelligence (AI). Combining AI with data and insights within an organization helps identify redundancies in business processes and allows optimal utilization of resources to improve performance [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]. China\u0026rsquo;s progress in this regard has been particularly remarkable, with Alibaba and Tencent continuing to grow rapidly owing to AI\u0026rsquo;s benefits [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]. However, there is a concern that advanced technology has the opposite effect from the employee satisfaction perspective. Many workers have anxiety about losing their jobs when AI and robots are adopted [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]. Therefore, we propose the following hypotheses:\u003c/p\u003e \u003cp\u003eH10-1: Introducing advanced technology negatively affects job satisfaction.\u003c/p\u003e \u003cp\u003eH10-2: Introducing advanced technology positively affects turnover intentions.\u003c/p\u003e \u003cp\u003eFigure \u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e presents the hypothetical model for this study.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003cp\u003e[Figure \u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e near here]\u003c/p\u003e "},{"header":"Methodology","content":"\u003cdiv id=\"Sec14\" class=\"Section3\"\u003e\n \u003cp\u003eFrom December 16 to December 20, 2022, we conducted an online survey of 1,000 people in their 20s to 60s in Japan. To be eligible for the survey, the participants had to be (a) regular workers and (b) employed in one of the 10 target industries. As shown in Table \u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e, participants were recruited such that the gender and age categories were equally represented.\u003c/p\u003e\n \u003cp\u003eAs shown in Table \u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e, the survey required respondents to rate three statements each for 12 factors, including job satisfaction and turnover intentions, using a five-point Likert scale (definitely disagree\u0026thinsp;=\u0026thinsp;1; definitely agree\u0026thinsp;=\u0026thinsp;5). The surveys were sent to a panel from Cross Marketing, a Japanese research company. All study participants provided informed consent.\u003c/p\u003e\n \u003cp\u003eIn this study, the hypotheses were verified using structural equation modeling. This model was applied after extracting factors via factor analysis. We used the comparative fit index (CFI), goodness of fit index (GFI), standardized root mean square residual (SRMR), and root mean square error of approximation (RMSEA) as fit indices. A level of 5% was considered statistically significant. The analysis was conducted using R version 3.6.2.\u003c/p\u003e\n\u003c/div\u003e"},{"header":"Results","content":"\u003cp\u003eAs shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, as per the structural equation modeling results, completely different factors contribute to job satisfaction and turnover intentions. These factors (in the following order) have significant positive effects on job satisfaction: rewarding work, work\u0026ndash;life balance, company philosophy, and fair wages. However, flexible work exhibits a negative effect on (reduces) job satisfaction, contrary to expectations. Meanwhile, skill acquisition and good relationships with superiors negatively affect (reduce) turnover intentions, while advanced technology has a positive effect. No effect is detected for either office equipment or CSR. The fitness indices indicate good fit (CFI\u0026thinsp;=\u0026thinsp;0.955, GFI\u0026thinsp;=\u0026thinsp;0.924, SRMR\u0026thinsp;=\u0026thinsp;0.043, RMSEA\u0026thinsp;=\u0026thinsp;0.046). Therefore, H1-1, H2-1, H3-2, H4-1, H5-1, H8-2, and H10-2 are supported, while the other hypotheses are not supported.\u003c/p\u003e \u003cp\u003eAdditionally, as shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e, multiple-sample structural equation modeling was applied to examine gender differences. The results show that job satisfaction is attributed to fair wages for men and to work\u0026ndash;life balance and company philosophy for women. As women value empathy more [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e], company philosophy tends to be more effective for women than for men. Skill acquisition and relationships with superiors contribute to turnover intentions for men and women, respectively. This may be because women tend to face sexual harassment at work [\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e]. In other words, men place more emphasis on objective factors, while women place more emphasis on psychological factors, such as human relationships and an empathetic company philosophy. Turnover intention caused by advanced technology is common, regardless of gender.\u003c/p\u003e\u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003cp\u003e[Figure \u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e and Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e near here]\u003c/p\u003e \u003c/div\u003e"},{"header":"Discussion","content":"\u003cp\u003eThis study provides two main theoretical contributions. First, two new factors\u0026mdash;company philosophy and advanced technology\u0026mdash;were evaluated in the context of job satisfaction and turnover intentions. An empathic company philosophy increases job satisfaction, and this effect is more pronounced among women. The study concretely demonstrated that company philosophy is an important tool for motivating employees within an organization. This result concurs with previous studies\u0026rsquo; findings [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. This study contributes by showing that the effect of company philosophy is significant even when evaluated in conjunction with other strong factors. Additionally, the introduction of advanced technology increases turnover intentions. It was confirmed that employees\u0026rsquo; concerns about losing their jobs owing to the introduction of innovative technologies such as AI hold regardless of gender.\u003c/p\u003e \u003cp\u003eSecond, scholars have raised concerns that the factors related to job satisfaction and turnover intentions have not been comprehensively evaluated in the literature, as prior studies have focused on individual or partial factors. We comprehensively evaluated the factors related to job satisfaction and turnover intentions, which were subdivided and integrated into this study\u0026rsquo;s findings. By treating the 10 factors equally, this study showed, for the first time, that the factors contributing to job satisfaction and turnover intentions are different.\u003c/p\u003e \u003cp\u003eThis study provides five practical implications. First, factors contributing to job satisfaction and turnover intentions differ. Specifically, if practitioners want to increase women\u0026rsquo;s job satisfaction, they need a system that improves their work\u0026ndash;life balance; moreover, to lower their turnover intention, they need a system that improves their relationships with superiors. It is important to know the objective behind implementing a measure because sufficient results cannot be obtained if the measures are developed with vague objectives.\u003c/p\u003e \u003cp\u003eSecond, the study\u0026rsquo;s results showed that managers should reaffirm the importance of company philosophy. This concept may exert effects on job satisfaction that go beyond those of wages. Considering that philosophy is especially important for women, redefining the company philosophy to improve workplaces that are overly biased toward men will be effective. Further, the effect of wages on job satisfaction could be limited owing to the influence of Japan\u0026rsquo;s seniority wage system. In Japan, salaries are fixed according to age [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. Consequently, in Japan, employees\u0026rsquo; salaries do not change significantly based on their performance. Therefore, salaries contribute little to job satisfaction.\u003c/p\u003e \u003cp\u003eThird, when introducing a cutting-edge technology, employers should consider employees\u0026rsquo; concerns regarding job safety. Particularly, with the rapid development of AI, the fear of losing jobs has emerged and has received widespread attention [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]. Recently, ChatGPT, which was announced by Open AI, has shown potential for handling creative tasks [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e, \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e]. Therefore, the anxiety regarding job losses owing to technology will increase further in the future. This study demonstrated that the introduction of advanced technology has a negative effect on turnover intentions. Accordingly, employees should be carefully informed about the purpose and scope of the impact before introducing a technology. However, if an employee\u0026rsquo;s expertise and the introduced advanced technology are compatible, the risk is low [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eFourth, introducing flexible working styles requires careful consideration. Problems such as social isolation [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e] and the difficulty of separating work from private life [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e] exist; thus, companies have not satisfactorily implemented the remote work concept. Flexibility in workplaces, which was essential during the pandemic, should be reevaluated to examine the extent to which it is implemented in the post-pandemic phase.\u003c/p\u003e \u003cp\u003eFifth, the management should recognize that current CSR is ineffective in motivating employees to work. This is because the general approach to CSR is too far removed from business strategies [\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e]. Therefore, sustainability should be integrated into business strategies [\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eThis study has several limitations. First, although this study covers 10 industries, the results are limited to Japan, which limits the generalization of the conclusions. Japan has a unique personnel system characterized by seniority wages and lifetime employment. Therefore, the results may differ from those in other regions. Second, the effects of age or family status were not examined. Even for those who were willing to sacrifice their work\u0026ndash;life balance to gain competence when they were young, work\u0026ndash;life balance may become paramount after having children. Third, we were unable to examine differences due to company size. Employee motivation factors vary between large companies and small- and medium-sized enterprises [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. Fourth, occupational differences were not considered. It is possible that the required working conditions will change between occupations where employees work in offices and those where they work in factories and between occupations that involve routine work and those with new daily tasks. Finally, the effects of the capabilities and performance of each employee were not considered. Depending on the ability level, the required work environment conditions change. Therefore, by using detailed data for each employee as adjustment variables, we can obtain more accurate results. These are topics for future research.\u003c/p\u003e \u003cdiv id=\"Sec18\" class=\"Section2\"\u003e \u003cp\u003e[Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e and Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e near here]\u003c/p\u003e \u003c/div\u003e"},{"header":"List Of Abbreviations","content":"\u003cp\u003ecorporate social responsibility (CSR)\u003c/p\u003e\n\u003cp\u003eartificial intelligence (AI)\u003c/p\u003e\n\u003cp\u003ecomparative fit index (CFI)\u003c/p\u003e\n\u003cp\u003egoodness of fit index (GFI)\u003c/p\u003e\n\u003cp\u003estandardized root mean square residual (SRMR)\u003c/p\u003e\n\u003cp\u003eroot mean square error of approximation (RMSEA)\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthics approval and consent to participate:\u0026nbsp;\u003c/strong\u003eAll study participants provided informed consent. The study design was approved by the Meiji University ethics review board.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent for publication:\u0026nbsp;\u003c/strong\u003eNot applicable.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAvailability of data and materials:\u003c/strong\u003e The data that support the findings of this study are available from the corresponding author upon reasonable request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting interests:\u0026nbsp;\u003c/strong\u003eThe authors declare that they have no competing interests.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding:\u0026nbsp;\u003c/strong\u003eThis study received no financial support for the research, authorship, and/or publication of this article.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthors\u0026rsquo; contributions:\u0026nbsp;\u003c/strong\u003eTK: Conceptualization, Methodology, Analysis, Writing; MK: Investigation, Supervision. All authors read and approved the final manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgements:\u0026nbsp;\u003c/strong\u003eNot applicable\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eKanyurhi EB, Bugandwa Mungu Akonkwa D. Internal marketing, employee job satisfaction, and perceived organizational performance in microfinance institutions. Int J Bank Mark. 2016;34:773-96. doi:10.1108/IJBM-06-2015-0083.\u003c/li\u003e\n\u003cli\u003eRucci AJ, Kirn SP, Quinn RT. The employee-customer-profit chain at Sears. Harv Bus Rev. 1998;76:82-98.\u003c/li\u003e\n\u003cli\u003eScaringella L, G\u0026oacute;rska A, Calderon D, Benitez J. Should we teach in hybrid mode or fully online? A theory and empirical investigation on the service\u0026ndash;profit chain in MBAs. Inf Manag. 2022;59:103573. doi:10.1016/j.im.2021.103573.\u003c/li\u003e\n\u003cli\u003eBayraktar CA, Araci O, Karacay G, Calisir F. 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Automation, workers\u0026rsquo; skills and job satisfaction. PLOS ONE. 2020;15:e0242929. doi:10.1371/journal.pone.0242929.\u003c/li\u003e\n\u003cli\u003eDi Tella M, Miti F, Ardito RB, Adenzato M. Social cognition and sex: are men and women really different?\u003cem\u003e \u003c/em\u003ePerson Individ Differ. 2020;162:110045. doi:10.1016/j.paid.2020.110045.\u003c/li\u003e\n\u003cli\u003eAlrawadieh Z, Demirdelen Alrawadieh D, Olya HGT, Erkol Bayram G, Kahraman OC. Sexual harassment, psychological well-being, and job satisfaction of female tour guides: the effects of social and organizational support. J Sustain Tour. 2022;30:1639-57. doi:10.1080/09669582.2021.1879819.\u003c/li\u003e\n\u003cli\u003eOi M. Japan seeks alternatives to its pay system. BBC. 2016. https://www.bbc.com/news/35868599. Accessed 1 Aug 2023.\u003c/li\u003e\n\u003cli\u003eGordon C. Will 2023 be the year that OpenAI\u0026rsquo;s ChatGPT breaks free? Forbes. 2022. https://www.forbes.com/sites/cindygordon/2022/12/29/will-2023-be-the-year-that-openais-chatgpt-breaks-free/?sh=22b7b03a3b1c. Accessed 1 Aug 2023.\u003c/li\u003e\n\u003cli\u003eWilliams R. People are already using ChatGPT to create work out plans. MIT Technology Review. 2023. https://www.technologyreview.com/2023/01/26/1067299/chatgpt-workout-plans/. Accessed 1 Aug 2023.\u003c/li\u003e\n\u003cli\u003eWang W, Wang Y, Zhang Y, Ma J. Spillover of workplace IT satisfaction onto job satisfaction: the roles of job fit and professional fit. Int J Inf Manag. 2020;50:341-52. doi:10.1016/j.ijinfomgt.2019.08.011.\u003c/li\u003e\n\u003cli\u003eGalbreath J. Building corporate social responsibility into strategy. Eur Bus Rev. 2009;21:109-27. doi:10.1108/09555340910940123.\u003c/li\u003e\n\u003cli\u003eDerqui B. Towards sustainable development: evolution of corporate sustainability in multinational firms\u003cem\u003e. \u003c/em\u003eEnviron Manag. 2020;27:2712-23. doi:10.1002/csr.1995.\u003c/li\u003e\n\u003cli\u003eTourky M, Kitchen P, Shaalan A. The role of corporate identity in CSR implementation: an integrative framework. J Bus Res. 2020;117:694-706. doi:10.1016/j.jbusres.2019.02.046.\u003c/li\u003e\n\u003cli\u003eSchermuly CC, Schermuly RA, Meyer B. Effects of vice‐principals\u0026rsquo; psychological empowerment on job satisfaction and burnout. Int J Educ Manag. 2011;25:252-64. doi:10.1108/09513541111120097.\u003c/li\u003e\n\u003cli\u003eGriffin ML, Hogan NL, Lambert EG, Tucker-Gail KA, Baker DN. Job involvement, job stress, job satisfaction, and organizational commitment and the burnout of correctional staff. Crim Justice Behav. 2010;37:239-55. doi:10.1177/0093854809351682.\u003c/li\u003e\n\u003cli\u003eCrow MS, Lee C‐B, Joo J‐J. Organizational justice and organizational commitment among South Korean police officers: an investigation of job satisfaction as a mediator. Policing. 2012;35:402-23. doi:10.1108/13639511211230156.\u003c/li\u003e\n\u003cli\u003eChao MC, Jou RC, Liao CC, Kuo CW. Workplace stress, job satisfaction, job performance, and turnover intention of health care workers in rural Taiwan. Asia Pac J Public Health. 2015;27:NP1827\u0026ndash;36. doi:10.1177/1010539513506604.\u003c/li\u003e\n\u003cli\u003eMayfield J, Mayfield M. The effects of leader communication on a worker\u0026rsquo;s intent to stay: an investigation using structural equation modeling. Hum Perform. 2007;20:85-102. doi:10.1080/08959280701332018.\u003c/li\u003e\n\u003cli\u003eYeh CM. Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Ann Tour Res. 2013;42:214-39. doi:10.1016/j.annals.2013.02.002.\u003c/li\u003e\n\u003cli\u003eGreve W, Thomsen T, Dehio C. Does playing pay? The fitness-effect of free play during childhood. Evol Psychol. 2014;12:434-47. doi:10.1177/147470491401200210.\u003c/li\u003e\n\u003cli\u003eKo W-H. The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan. Int J Hosp Manag. 2012;31:1004-11. doi:10.1016/j.ijhm.2011.12.004.\u003c/li\u003e\n\u003cli\u003eKong H, Wang S, Fu X\u003cem\u003e. \u003c/em\u003eMeeting career expectation: can it enhance job satisfaction of Generation Y?\u003cem\u003e \u003c/em\u003eInt J Contemporary Hosp Manag. 2015;27:147-68. doi:10.1108/IJCHM-08-2013-0353.\u003c/li\u003e\n\u003cli\u003eAuer Antoncic J, Antoncic B. Employee satisfaction, intrapreneurship and firm growth: a model. Industr Mngmnt \u0026amp; Data Systems. 2011;111:589-607. doi:10.1108/02635571111133560.\u003c/li\u003e\n\u003cli\u003eAl-Refaie A. Effects of human resource management on hotel performance using structural equation modeling. Comput Hum Behav. 2015;43:293-303. doi:10.1016/j.chb.2014.11.016.\u003c/li\u003e\n\u003cli\u003eHaar JM. Testing a new measure of work\u0026ndash;life balance: a study of parent and non-parent employees from New Zealand. Int J Hum Resour Manag. 2013;24:3305-24. doi:10.1080/09585192.2013.775175.\u003c/li\u003e\n\u003cli\u003eDemircioglu MA. Sources of innovation, autonomy, and employee job satisfaction in public organizations. Public Perform Manag Rev. 2021;44:155-86. doi:10.1080/15309576.2020.1820350.\u003c/li\u003e\n\u003cli\u003eRothe P, Lindholm A-L, Hyv\u0026ouml;nen A, Nenonen S. Work environment preferences\u0026ndash;does age make a difference? Facil. 2012;30:78-95. doi:10.1108/02632771211194284.\u003c/li\u003e\n\u003cli\u003eK\u0026ouml;rner M, Wirtz MA, Bengel J, G\u0026ouml;ritz AS. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC Health Serv Res. 2015;15:243. doi:10.1186/s12913-015-0888-y.\u003c/li\u003e\n\u003cli\u003eZhang Z, Lee JC-K, Wong PH. Multilevel structural equation modeling analysis of the servant leadership construct and its relation to job satisfaction. Leadersh Organ Dev J. 2016;37:1147-67. doi:10.1108/LODJ-07-2015-0159.\u003c/li\u003e\n\u003cli\u003eJauhari H, Singh S. Perceived diversity climate and employees\u0026rsquo; organizational loyalty. Equal Divers Incl. 2013;32:262-76. doi:10.1108/EDI-12-2012-0119.\u003c/li\u003e\n\u003c/ol\u003e"},{"header":"Tables","content":"\u003cdiv id=\"Sec14\" class=\"Section3\"\u003e\n \u003cdiv class=\"gridtable\"\u003e\u003ctable id=\"Tab1\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eRespondent attributes.\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eItem\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eContent\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eNumber of Respondents\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eRatio\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eGender\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMale\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e500\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e50.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFemale\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e500\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e50.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAge\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e20s\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e200\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e30s\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e200\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e40s\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e200\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e50s\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e200\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e60s\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e200\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJob\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eManagement\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e4.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSales \u0026amp; Marketing\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e204\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.4%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEngineering\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e187\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e18.7%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eProduction\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e114\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e11.4%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBack Office\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e201\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e20.1%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOthers\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e248\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e24.8%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAnnual Income\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt;\u0026thinsp;1.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e66\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e6.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2\u0026thinsp;\u0026minus;\u0026thinsp;3.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e308\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e30.8%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e4\u0026thinsp;\u0026minus;\u0026thinsp;5.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e293\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e29.3%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e6\u0026thinsp;\u0026minus;\u0026thinsp;7.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e179\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e17.9%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e8\u0026thinsp;\u0026minus;\u0026thinsp;9.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e76\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e7.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e10\u0026thinsp;\u0026minus;\u0026thinsp;14.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e46\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e4.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e15\u0026thinsp;\u0026minus;\u0026thinsp;19.9\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e0.7%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026gt;\u0026thinsp;20\u0026nbsp;million yen\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e2.5%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJob Title\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eStaff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e669\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e66.9%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAssistant Section Chief\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e119\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e11.9%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSection Chief\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e102\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e10.2%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDepartment Manager\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e110\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e11.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCompany Size\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt;\u0026thinsp;99\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e266\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e26.6%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e100\u0026thinsp;\u0026minus;\u0026thinsp;499\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e181\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e18.1%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e500\u0026thinsp;\u0026minus;\u0026thinsp;999\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e124\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e12.4%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1,000\u0026thinsp;\u0026minus;\u0026thinsp;4,999\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e189\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e18.9%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026gt;\u0026thinsp;5,000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e240\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e24.0%\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n \u003cdiv class=\"gridtable\"\u003e\u0026nbsp;\u0026nbsp;\u003ctable id=\"Tab2\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eSurvey design.\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eNo.\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eFactor\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eVariable\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eQuestion\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSE\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eReference\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\" colspan=\"1\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJob Satisfaction\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSAT_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eGenerally speaking, I am very satisfied with this job.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.089\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eSchermuly et al. [\u003cspan class=\"CitationRef\"\u003e59\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSAT_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am proud to tell people that I work at this company.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eGriffin et al. [\u003cspan class=\"CitationRef\"\u003e60\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSAT_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI hope to keep this job until retirement.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.363\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.030\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eCrow et al. [\u003cspan class=\"CitationRef\"\u003e61\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTurnover Intentions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTUR_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am willing to try another job when an opportunity is offered.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.519\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.098\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eChao et al. [\u003cspan class=\"CitationRef\"\u003e62\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTUR_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI would feel very happy about working for another employer.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.902\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.948\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eMayfield and Mayfield [\u003cspan class=\"CitationRef\"\u003e63\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTUR_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI would change jobs if I could find another position that pays as well as my current one.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.974\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.085\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eMayfield and Mayfield [\u003cspan class=\"CitationRef\"\u003e63\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCompany Philosophy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePHI_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe founding philosophy of the company I work for is clear.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.147\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.972\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePHI_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI empathize with the philosophy of the company I work for.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.102\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.955\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePHI_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe business purpose of the company I work for is clearly defined.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.144\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.962\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eRewarding Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eREW_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am rewarded for my work.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.243\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.982\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eCrow et al. [\u003cspan class=\"CitationRef\"\u003e61\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eREW_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI find the work that I do full of meaning and purpose.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.302\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.964\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eYeh [\u003cspan class=\"CitationRef\"\u003e64\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eREW_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy work is appreciated by others.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.218\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.935\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eGreve et al. [\u003cspan class=\"CitationRef\"\u003e65\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSkill Acquisition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSKI_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI view my work as contributing to my personal growth.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.074\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.983\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003ePeng et al. [\u003cspan class=\"CitationRef\"\u003e23\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSKI_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI have the confidence to enrich my knowledge and the skills to deal with changes in the future.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.084\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eKo [\u003cspan class=\"CitationRef\"\u003e66\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSKI_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI have attended training programs that may help develop my career.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.921\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.989\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eKong et al. [\u003cspan class=\"CitationRef\"\u003e67\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFair Wages\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eWAG_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am satisfied with the pay I receive for my job.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.968\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eAuer Antoncic and Antoncic [\u003cspan class=\"CitationRef\"\u003e68\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eWAG_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am satisfied with my position.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.015\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.020\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eKo [\u003cspan class=\"CitationRef\"\u003e66\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eWAG_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy salary matches my responsibilities.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.930\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.049\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eAl-Refaie [\u003cspan class=\"CitationRef\"\u003e69\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eWork\u0026ndash;Life Balance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBAL_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNowadays, I seem to enjoy every aspect of my life equally well.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.944\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.046\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eHaar [\u003cspan class=\"CitationRef\"\u003e70\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBAL_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI am satisfied with my work\u0026ndash;life balance.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.121\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.013\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eHaar [\u003cspan class=\"CitationRef\"\u003e70\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBAL_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI manage to balance the demands of my work and personal and family life well.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.924\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.050\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eHaar [\u003cspan class=\"CitationRef\"\u003e70\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFlexible Work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFLE_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI can decide when to take a break.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.246\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.075\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eDemircioglu [\u003cspan class=\"CitationRef\"\u003e71\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFLE_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eI have significant autonomy in determining how I do my job.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.765\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.122\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eSchermuly et al. [\u003cspan class=\"CitationRef\"\u003e59\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFLE_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe company I work for allows its employees to have side jobs.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.476\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.245\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOffice Equipment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOFF_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy workplace is easily accessible from my house.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.057\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.091\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eRothe et al. [\u003cspan class=\"CitationRef\"\u003e72\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOFF_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy office is kept clean.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.513\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.117\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eRothe et al. [\u003cspan class=\"CitationRef\"\u003e72\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOFF_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy workplace has excellent office facilities.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.849\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.080\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eRothe et al. [\u003cspan class=\"CitationRef\"\u003e72\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eRelationships with\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSUP_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy superior respects my opinion.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.074\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eCrow et al. [\u003cspan class=\"CitationRef\"\u003e61\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSuperiors\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSUP_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy superior attaches great importance to internal communication.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.104\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.006\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eK\u0026ouml;rner et al. [\u003cspan class=\"CitationRef\"\u003e73\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSUP_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy superior helps me overcome negative feelings.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.898\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.998\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eZhang et al. [\u003cspan class=\"CitationRef\"\u003e74\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e11\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCSR\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCSR_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy current employer treats everyone fairly.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.983\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eJauhari and Singh [\u003cspan class=\"CitationRef\"\u003e75\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCSR_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy company helps solve social problems.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.010\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.972\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eMurshed et al. [\u003cspan class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCSR_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy company makes adequate contributions to local communities.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.964\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.033\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eMurshed et al. [\u003cspan class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAdvanced Technology\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTEC_1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy company is actively introducing AI.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.353\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.070\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTEC_2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy company is promoting innovation through digital transformation.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.777\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.114\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTEC_3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMy company emphasizes automation by robots.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2.475\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.126\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"2\"\u003e\n \u003cp\u003eOriginal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n\u003c/div\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"job satisfaction, turnover intentions, rewarding work, skill acquisition, fair wages, work–life balance, flexible work, corporate social responsibility, company philosophy","lastPublishedDoi":"10.21203/rs.3.rs-3320699/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-3320699/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003e\u003cb\u003eBackground\u003c/b\u003e\u003c/p\u003e \u003cp\u003eWhile the extant literature has presented various factors underlying employee attitude, researchers may have overestimated the effects by analyzing these factors individually. This study clarified the differences in the factors contributing to job satisfaction and turnover intentions, focusing on 10 factors\u0026mdash;eight from the literature (rewarding work, skill acquisition, fair wages, work\u0026ndash;life balance, flexible work, office equipment, relationships with superiors, and corporate social responsibility) and two new factors: company philosophy and advanced technology.\u003c/p\u003e\u003cp\u003e\u003cb\u003eMethods\u003c/b\u003e\u003c/p\u003e \u003cp\u003eFollowing a literature review and hypotheses development, we applied structural equation modeling to online survey data of 1,000 workers employed in 10 industries (automobiles, banking, clothing, cosmetics, electronics, food, government, IT, medical and health care, and retail) in Japan.\u003c/p\u003e\u003cp\u003e\u003cb\u003eResults\u003c/b\u003e\u003c/p\u003e \u003cp\u003eThe results showed that these factors (in the given order) have significant positive effects on job satisfaction: rewarding work, work\u0026ndash;life balance, company philosophy, and fair wages. Flexible work has a negative effect on job satisfaction, contrary to expectations. Skill acquisition and relationships with superiors have a negative effect on turnover intentions, while advanced technology has a positive effect. Moreover, men emphasize objective factors such as wages and skills, whereas women emphasize psychological factors such as human relationships and an empathetic company philosophy.\u003c/p\u003e\u003cp\u003e\u003cb\u003eConclusions\u003c/b\u003e\u003c/p\u003e \u003cp\u003eBy treating the 10 factors equally, this study showed that the factors contributing to job satisfaction and turnover intentions are different. Furthermore, two new factors\u0026mdash;company philosophy and advanced technology\u0026mdash;were evaluated in the context of job satisfaction and turnover intentions.\u003c/p\u003e","manuscriptTitle":"Factors contributing to job satisfaction and turnover intentions: Analysis of data from 10 Japanese industries","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2023-09-12 14:09:17","doi":"10.21203/rs.3.rs-3320699/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"a541e442-dda2-492f-b1fb-30bf865cffbd","owner":[],"postedDate":"September 12th, 2023","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2023-09-20T17:44:21+00:00","versionOfRecord":[],"versionCreatedAt":"2023-09-12 14:09:17","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-3320699","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-3320699","identity":"rs-3320699","version":["v1"]},"buildId":"FbvkV6FR0MCFSLy54lSbu","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}