Saudi Cultural Missions Theses & Dissertations
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Item Restricted How do 360-degree annual reviews influence employee motivation in organizations in the UK?(Swansea University, 2024-09) Alzahrani, Ahmed; Hardwick, LouisaThis research explores the impact of 360-degree feedback on the motivation, performance, and work engagement of employees within organizations in the United Kingdom. With conventional forms of performance appraisals often failing to enhance the growth and engagement of employees, 360-degree feedback is a more comprehensive approach as it gathers feedback from an employee’s colleagues, subordinates, and superiors. In this study, the effects of such feedback on employee motivation are examined with reference to motivational theories, including Self-Determination Theory (SDT) and Job Demands-Resources (JD-R) theory. The two frameworks propose that addressing psychological needs and regulating resources should promote motivation at the place of work. The study also highlights the growing use of 360-degree feedback in various sectors in the United Kingdom, including the financial, health, and information technology sectors, which currently experience significant challenges due to changes in the working environments, such as remote and blended working models. This study employs Systematic Literature Review (SLR), which can be best described as a systematic approach to reviewing literature. The SLR offers a comprehensive insight into prior literature on a topic by extracting data from articles, case studies, and reports. Specifically, this review examines the literature regarding the impact of 360-degree feedback on employee motivation in the context of the UK and identifies any research gaps. In doing so, it also assesses the comparative suitability of 360-degree feedback with other performance management approaches. The resource of the study is 360-degree feedback, which aims at supporting self-organizing, competency, and peer recognition, as supported by the authors of both SDT and JD-R theories. Therefore, this research seeks to present findings that can support organisations in the United Kingdom seeking to upgrade their performance management tools for the use of 360-degree feedback to motivate and improve the performance of their employees. The results could help enhance the implemented human resource practices as well as fill the gaps in the literature.4 0Item Restricted How do 360-degree annual reviews influence employee motivation in organizations in the UK?(Swansea University, 2024) Alzahrani, Ahmed; Hardwick, LouisaThis research explores the impact of 360-degree feedback on the motivation, performance, and work engagement of employees within organizations in the United Kingdom. With conventional forms of performance appraisals often failing to enhance the growth and engagement of employees, 360-degree feedback is a more comprehensive approach as it gathers feedback from an employee’s colleagues, subordinates, and superiors. In this study, the effects of such feedback on employee motivation are examined with reference to motivational theories, including Self-Determination Theory (SDT) and Job Demands-Resources (JD-R) theory. The two frameworks propose that addressing psychological needs and regulating resources should promote motivation at the place of work. The study also highlights the growing use of 360-degree feedback in various sectors in the United Kingdom, including the financial, health, and information technology sectors, which currently experience significant challenges due to changes in the working environments, such as remote and blended working models. This study employs Systematic Literature Review (SLR), which can be best described as a systematic approach to reviewing literature. The SLR offers a comprehensive insight into prior literature on a topic by extracting data from articles, case studies, and reports. Specifically, this review examines the literature regarding the impact of 360-degree feedback on employee motivation in the context of the UK and identifies any research gaps. In doing so, it also assesses the comparative suitability of 360-degree feedback with other performance management approaches. The resource of the study is 360-degree feedback, which aims at supporting self-organizing, competency, and peer recognition, as supported by the authors of both SDT and JD-R theories. Therefore, this research seeks to present findings that can support organisations in the United Kingdom seeking to upgrade their performance management tools for the use of 360-degree feedback to motivate and improve the performance of their employees. The results could help enhance the implemented human resource practices as well as fill the gaps in the literature.9 0Item Restricted EXPLORING THE INFLUENCE OF EMPLOYEE JOB SATISFACTION, PERCEPTIONS, AND ATTITUDES ON ORGANIZATIONAL PERFORMANCE AND OUTCOMES IN THE PRIVATE SECTOR: A MULTIDIMENSIONAL ANALYSIS IN SAUDI ARABIA 2030(Brunel University London, 2024-03-27) Qasim, Muawiyah Abdulrahim M; ALTaji, FarahThe transformative economic context of Saudi Arabia’s Vision 2030 ensures that Sustainable Human Resource Management (HRM) practices are being decorated with a lot of attention due to their potential to positively affect organizational performance. The push towards economic diversification has emphasized the need for HRM practices that help in resonating motivation, satisfaction, and loyalty in the employees. However, there is a dearth of empirical studies devoted to the behavior of the private sector related to these practices in Saudi Arabia, which signals an important research gap. This research explores the impact of sustainable HRM practices on organizational performance in the Saudi Arabian private sector with the possibility of employee job satisfaction, perception of organizational support, and fairness acting as mediators. The study utilized a mixed-methods research strategy and employed stratified random sampling to gather data from 518 respondents representing several sectors using a structured questionnaire. The formulated hypotheses were tested through descriptive statistics, correlation, and regression analyses during a three-month data collection period. The results demonstrate that a significant positive relationship exists between sustainable HRM practices and organizational performance, with job satisfaction and perceived support and justice as moderators. This strong link of sustainable HRM with high job satisfaction and favorable organizational support perceptions highlights their role in promoting firm performance. These findings provide managers and HR professionals with the implicative benefits of incorporating sustainable HRM practices that would result in developing overall organizational outcomes through employee satisfaction and perceptions. This research provides actionable knowledge on the implementation of sustainable HRM practices as a strategic priority in the realization of Vision 2030’s objectives. This study fills an important iii void in the literature by presenting empirical evidence on the impact of sustainable HRM in the private sector of Saudi Arabia and paves the way for further research in this area. Understanding its limitations such as sample size, potential response biases, and cross- sectional design, the directions for further research involve longitudinal studies to investigate in greater detail the links between sustainable HRM practices and organizational performance. Failing the expansion of the research to include comparative studies across different cultural backgrounds could also improve the world’s knowledge about sustainable HRM practices.23 0