GP Report 10th Dec Prod V3.0.0 Pearson Correlations Added-1 2

A Case from Academic staff of Komar University for Science and
Technology, Kurdistan Region, Iraq
Rozhan ahmed f190361
Mustafa Burhan f180405
Bokan Burhan f200572
Under the supervision of:
Dalia Khalid Faeq (Ph.D.)
Business Administration Department

Business Collage
Komar University of Science and Technology
Sulaymaniyah City 46001 Kurdistan Region
2023
Impact of HPWP on enhancing employees’ Career, job, and Life satisfaction
TABLE OF CONTENTS
TABLE OF CONTENTS................................................................................................................II
LIST OF TABLES........................................................................................................................IV
LIST OF FIGURES........................................................................................................................V
DEDICATION..............................................................................................................................VI
ACKNOWLEDGMENT..............................................................................................................VII
Abstract.......................................................................................................................................VIII
1 Introduction..............................................................................................................................1
1.1 Contextual Background...................................................................................................1
1.2 Research Problem............................................................................................................3
1.3 Objectives of the Study....................................................................................................3
2 Literature Review...................................................................................................................4
2.1 High Performance Work Practices..................................................................................4
2.1.1 Training....................................................................................................................4
2.1.2 Empowerment..........................................................................................................5
2.1.3 Rewarding................................................................................................................6
2.1.4 Teamwork................................................................................................................7
2.2 Job Satisfaction................................................................................................................9
2.3 Career Satisfaction.........................................................................................................10
2.4 Life Satisfaction.............................................................................................................11
2.5 The benefit of the above empirical studies:...................................................................29
2.6 What distinguishes the current study from the above-mentioned empirical studies?. . .29
3 Research Methodology..........................................................................................................32
II
3.1 Research design.............................................................................................................32
4 Results and Discussion..........................................................................................................34
4.1 Demographics................................................................................................................34
4.2 Data Overview...............................................................................................................38
4.3 Descriptive Analysis......................................................................................................39
4.3.1 Descriptive Statistics of the life satisfaction.........................................................40
4.4 Pearson’s Correlations Test...........................................................................................41
4.4.1 Pearson’s Correlation for the Hypothesis: There is a significant positive

correlation between HPW and employees’ career satisfaction..............................................41
4.4.2 Pearson’s Correlation for the Hypothesis: There is a significant positive

correlation between HPW and employees job satisfaction....................................................42
4.4.3 Pearson’s Correlation for the Hypothesis: There is a significant positive.............43
4.5 Regression Analysis.......................................................................................................44
4.5.1 Regression Analysis for the Relationship of Career Satisfaction and HPW.........44
4.5.2 Regression Analysis for the Relationship of Job Satisfaction and HPW..............46
4.5.3 Regression Analysis for the Relationship of Life Satisfaction and HPW.............47
5 Conclusions............................................................................................................................49
6 Recommendations..................................................................................................................50
7 Future Studies........................................................................................................................51
References......................................................................................................................................52
Appendix (1): The questionnaire applied in this study..................................................................55
III
LIST OF TABLES
Table 1 Empirical studies for HPW...............................................................................................12
Table 2 Empirical studies for Career Satisfaction.........................................................................16
Table 3 Empirical studies for job Satisfaction...............................................................................20
Table 4 Empirical studies for Life Satisfaction.............................................................................25
Table 5 Design of questionnaires and references..........................................................................32
Table 6 Reliability test...................................................................................................................39
Table 7 Descriptives statistics analyses.........................................................................................40
Table 8 Pearson Correlations for Independent Variable and Dependent Variable........................41
IV
LIST OF FIGURES
Figure 1 Conceptual Model of the Stud.........................................................................................30
Figure 2 count of gender................................................................................................................35
Figure 3 count of Age....................................................................................................................36
Figure 4 Count of Education level.................................................................................................37
Figure 5 count of working Experience..........................................................................................38
V
DEDICATION
This reserch is dedicated to our family’s specaley , there love has been our anchor and source
of inspiration, we express out deepest gratitude.
VI
ACKNOWLEDGMENT
First and foremost we would like to thank the Almighty Allah, forgiven us, strings and power in
order to fulfill this assessment, and doing this research after that you would like to thank our
supervisor Dr. Dalia for being the shining light in out darknes and guding use through the
project then Dr. Mustafa the chear person of Businues administration for always being our pelser
of supper thourg our academic years
Last but not list we oud like to greatly honer the dedication and the coupreaoin of our academic
staff for partisicpating in our research and being our mian sourse of data and acouretly filling up
the data collection for we are truly honerd for woking on there respons as data
VII
Abstract
The aim of the current study is to find out the relationship between high-performance work
practices (training, empowerment,Reward, and teamwork) and care, job, and life satisfaction
among full time academic staff in Komaruniversity of science and technology. The type of the
study is quantitative based on survy questionnaire. Data collection has been done using
Microsoft online form. The population of a study is 92 participants. SPSS version 26 used in
order to analyse the After analyzing the data, we are out that we don’t have correlation between
the variable high-performance work and the other three variables, and we found out that only 7%
of high-performance workers have life satisfaction, job and career. Answer is all does not
support our hypothesis
Keyword: high performance work, job satisfaction, career satisfaction, life satisfaction .
VIII
1 Introduction
1.1 Contextual Background
In the contemporary academic landscape, the efficacy of High-Performance Work Practices

(HPWPs) has emerged as a focal point of scholarly inquiry, particularly in their capacity to
augment employee satisfaction on multiple fronts. The Kurdistan Region of Iraq, with its
burgeoning academic sector, presents a unique context for this exploration. Komar University,
situated in Sulaymaniyah, stands as a paradigmatic institution where the dynamics of HPWPs
and their impact on career, job, and life satisfaction can be discerned with clarity.The conceptual
framework of HPWPs embraces several key dimensions, including selective hiring, extensive
training, a flat organizational structure, participative decision-making, and performance-based
compensation (Peterson & Doy, 2014).
Effective training programs align with organizational goals and are designed to address both
current and future skills needs. This foresight ensures that employees are not only effective in
their current roles but are also equipped to adapt to future changes and advancements in the
organizational landscape ( Faraday, 2012). It fosters a culture of continuous learning,
adaptability, and innovation, crucial elements in today’s dynamic business environment.
In today’s dynamic business landscape, career adaptability has emerged as a significant

determinant of career satisfaction. The ability of individuals to adapt, change, and navigate
through diverse career paths and challenges is pivotal. HPWPs that focus on continuous learning,
skill development, and adaptability foster an agile workforce that is not only adept at handling
change but also derives satisfaction from the diverse learning and growth opportunities presented
(Savickas & B.W., 2022).
personal life In the modern organizational context, empowerment is often facilitated by
participative leadership and inclusive management practices. Leaders who encourage
participation, value employee input, and foster an environment of trust and respect amplify the
sense of empowerment among their teams (Klaven , 2011). This leadership style nurtures a
1
culture where employees are motivated, engaged, and committed to their roles, leading to
elevated job and life satisfaction.
Customization of reward systems, where rewards are tailored to the individual needs and
preferences of employees, maximizes their effectiveness. Employees value and are motivated by
different forms of rewards; hence, personalized reward strategies enhance their relevance and
impact on employee satisfaction and performance (Bery Alen, 2013).
The connection between rewarding and job satisfaction is well-documented. Effective reward
systems enhance employees’ perception of organizational justice and fairness. When employees
feel they are rewarded commensurately for their contributions, it fosters positive attitudes
towards the job and the organization (Alfred, 2015).
Training impacts job satisfaction by enhancing employees’ self-efficacy and confidence. As

employees acquire new skills and knowledge, their competency and ability to execute their roles
effectively increases. This heightened sense of self-efficacy contributes to increased job
satisfaction, performance, and overall well-being (Brews. W, 2017).
One significant implication of job satisfaction relates to its role in talent retention. In an era
where talent mobility is high, organizations are keen to identify strategies to retain skilled and
capable employees. HPWPs, by enhancing job satisfaction, play a crucial role in not only
attracting top talent but also ensuring their prolonged engagement and commitment to the
organization (Dineen, , & Vellella, 2020).
The psychological contract between the employee and the organization also plays a critical role
in life satisfaction. When employees perceive that their organization fulfills its promises and
commitments, such as career development, fair compensation, and job security, it elevates trust
and satisfaction, leading to enhanced life satisfaction (Rosnaft, 2019).
2
1.2 Research Problem
Nowadayes there are many changes in the business environment at the political, social,
economical, technological level, employees as human will be affected by those factors .
According to our preliminary investigation we found that most of the academic staff in KUST
have a low level ( Career ,job, and life ) that may be because of the organization don not provide
an appropriate HPW
1.3 Objectives of the Study

 To clarify the concepts of High-performance work practices (HPW) and employees’
career, job, and life satisfaction.
 To determine the corelation of High-performance work practices (HPW) on employees’
 To determine the effect of High-performance work practices (HPW) on employees’
3
2 Literature Review
2.1 High Performance Work Practices

High Performance Work Practices (HPWPs) are systematic organizational configurations that
involve a suite of human resource management practices. These practices, meticulously aligned
with business strategies, are engineered to enhance employee capability, commitment, and
ultimately, organizational performance and productivity (Posthuma, Campion, Masimova, &
Campion, 2013).
The conceptual framework of HPWPs embraces several key dimensions, including selective
hiring, extensive training, a flat organizational structure, participative decision-making, and
performance-based compensation (Delery & Doty, 1996). These components do not operate in
isolation; rather, they synergistically combine to create a holistic and conducive environment that
fosters employee development and organizational growth.
HPWPs have been empirically associated with enhanced organizational outcomes, including
increased productivity, innovation, and financial performance (Huselid, 1995). These practices
stimulate a culture of continuous improvement and learning. By investing in employees’ skills
and knowledge and fostering an inclusive and collaborative environment, organizations become
agile, adaptable, and capable of navigating complex business landscapes.
Furthermore, the alignment of HPWPs with organizational goals ensures that employees’ skills
and efforts are effectively utilized and directed towards strategic objectives (Lepak, Liao, Chung,
& Harden, 2006). The optimization of human capital through HPWPs emerges as a critical driver
of competitive advantage in today’s rapidly evolving business ecosystem.
A nuanced aspect of HPWPs is their adaptability. While core components are identifiable across
different contexts, the implementation and emphasis of various practices can be tailored to fit the
specific needs, challenges, and opportunities of individual organizations (Pfeffer, 1998). This
adaptability ensures that HPWPs remain relevant and effective in diverse sectors and
geographical contexts, underpinning their universal appeal and applicability.
2.1.1 Training
Training, a cornerstone in High Performance Work Practices (HPWPs), is paramount in
equipping employees with the requisite skills and knowledge to perform their jobs effectively.
4
The breadth and depth of training programs are instrumental in not only enhancing job
performance but also contributing to employee job and life satisfaction (Aguinis & Kraiger,
2009).
The modality and content of training programs are evolving, encompassing traditional face-to-
face learning, and leveraging technology to offer flexible, customized, and interactive e-learning
solutions (Salas, Tannenbaum, Kraiger, & Smith-Jentsch, 2012). A blend of learning approaches
ensures that training caters to diverse learning needs, styles, and paces, enhancing the learning
experience and outcomes.
Effective training programs align with organizational goals and are designed to address both
current and future skills needs. This foresight ensures that employees are not only effective in
their current roles but are also equipped to adapt to future changes and advancements in the
organizational landscape (Goldstein & Ford, 2002). It fosters a culture of continuous learning,
adaptability, and innovation, crucial elements in today’s dynamic business environment.
Training impacts job satisfaction by enhancing employees’ self-efficacy and confidence. As
employees acquire new skills and knowledge, their competency and ability to execute their roles
effectively increases. This heightened sense of self-efficacy contributes to increased job
satisfaction, performance, and overall well-being (Bandura, 1986).
Additionally, training as a component of career development influences career satisfaction.
Employees who have access to continuous learning opportunities are likely to perceive their
careers as progressing and are more satisfied with their career trajectories (Ng, Eby, Sorensen, &
Feldman, 2005). The opportunity to grow, learn, and advance professionally is intimately tied to
both job and career satisfaction.
Moreover, the role of training in life satisfaction cannot be overlooked. The skills and knowledge
acquired transcend the workplace, equipping individuals with competencies that are applicable
and beneficial in personal life scenarios. This spillover effect of training enhances individuals’
efficacy in personal life management, contributing to increased life satisfaction (Nijp, Beckers,
Geurts, Tucker, & Kompier, 2012).
2.1.2 Empowerment
Empowerment is intricately connected to High Performance Work Practices (HPWPs), playing a
vital role in fostering an environment where employees are enabled to take initiative, make
decisions, and contribute meaningfully to organizational objectives (Spreitzer, 1995). This
5
psychological state of empowerment elevates not just the quality of work life but also spills over
into overall life satisfaction.
An empowered workforce is characterized by increased levels of autonomy. The freedom to
make decisions and have control over one’s work instills a sense of ownership and responsibility
among employees (Zimmerman, 1990). This autonomy is not just tied to job satisfaction but
extends to enhanced confidence and self-efficacy, key ingredients of a fulfilling professional and
personal life.
In the modern organizational context, empowerment is often facilitated by participative
leadership and inclusive management practices. Leaders who encourage participation, value
employee input, and foster an environment of trust and respect amplify the sense of
empowerment among their teams (Menon, 2001). This leadership style nurtures a culture where
employees are motivated, engaged, and committed to their roles, leading to elevated job and life
satisfaction.
Technology also plays a pivotal role in employee empowerment. The integration of advanced
technologies in the workplace provides employees with tools and platforms to collaborate,
innovate, and execute their tasks efficiently (Seibert, Wang, & Courtright, 2011). Access to
technology enhances employees’ ability to control and optimize their work processes,
contributing to a heightened sense of empowerment.
Furthermore, empowerment is linked to career development. Empowered employees, equipped
with the resources, support, and autonomy to excel in their roles, are likely to experience positive
career outcomes (McDermott, Laschinger, & Shamian, 1996). The relationship between
empowerment and career satisfaction is mediated by enhanced performance, opportunities for
growth, and professional achievement.
On a broader spectrum, empowerment contributes to life satisfaction by enhancing individuals'
sense of competence, purpose, and achievement. When individuals feel empowered at work,
these positive emotions and attitudes permeate their overall outlook on life, leading to increased
optimism, self-esteem, and overall well-being (Carless, 2004).
2.1.3 Rewarding
Rewarding employees appropriately is fundamental to High Performance Work Practices
(HPWPs) and is directly associated with increased levels of job, career, and life satisfaction.
6
Intrinsic and extrinsic rewards play a significant role in motivating and retaining talent, driving
performance, and ensuring employees feel valued (Lawler, 2003).
Employee rewards are not merely limited to financial incentives. Recognition, praise,
opportunities for professional development, and enhanced job roles are integral components of a
comprehensive reward system. These diverse rewards cater to the multifaceted nature of
employee needs and aspirations, promoting a sense of accomplishment and fulfillment (Kuvaas,
2006).
Customization of reward systems, where rewards are tailored to the individual needs and
preferences of employees, maximizes their effectiveness. Employees value and are motivated by
different forms of rewards; hence, personalized reward strategies enhance their relevance and
impact on employee satisfaction and performance (Goldman, 2003).
The connection between rewarding and job satisfaction is well-documented. Effective reward
systems enhance employees’ perception of organizational justice and fairness. When employees
feel they are rewarded commensurately for their contributions, it fosters positive attitudes
towards the job and the organization (Rynes, Gerhart, & Parks, 2005).
In terms of career satisfaction, reward systems that recognize and value performance and
contributions facilitate career progression. Employees are likely to be more committed to their
professional growth within organizations that offer clear pathways for advancement, contingent
on performance and contributions (Chiang & Birtch, 2010).
Beyond the professional realm, effective rewarding also influences life satisfaction. The
validation and recognition that come with rewards boost self-esteem and overall well-being.
When individuals feel valued and rewarded for their efforts, it cultivates a positive self-concept
and well-being, enhancing life satisfaction (Judge & Bono, 2001).
Moreover, organizational culture plays a pivotal role in amplifying the impact of rewarding.
Cultures that inherently value, recognize, and reward contributions create a positive environment
where employee satisfaction flourishes. This intertwining of culture and rewarding accentuates
the positive impacts on job, career, and life satisfaction (Denison, 1990).
2.1.4 Teamwork
Teamwork is a central element of High-Performance Work Practices (HPWPs), underpinning
organizational success by promoting collaborative efforts, innovation, and enhanced
productivity. It extends beyond the functional aspects of working together to include
7
psychological and social dimensions that profoundly impact job, career, and life satisfaction
(West, 2004).
The construct of effective teamwork is founded on principles of clear communication, mutual
respect, diversity, and inclusiveness. Each team member brings unique skills, perspectives, and
insights, contributing to a rich, dynamic environment where innovation and creativity thrive
(Katzenbach & Smith, 1993). In such environments, employees often experience heightened job
satisfaction, deriving fulfillment from their contributions to team successes.
The role of leadership in facilitating effective teamwork is pivotal. Transformational leaders,
who inspire, motivate, and foster a positive team climate, are instrumental in elevating team
performance and individual job satisfaction (Bass, 1985). Under such leadership, team members
are empowered, valued, and engaged, leading to heightened job satisfaction and organizational
commitment.
Teamwork also has a significant bearing on career satisfaction. Collaborative environments
provide opportunities for professional development, learning, and growth. Interactions within
teams foster knowledge sharing, skill enhancement, and career development (Wang & Noe,
2010). Employees who are part of high-performing teams often experience accelerated career
progression and satisfaction.
Furthermore, the social support inherent in effective teams contributes to life satisfaction. Team
members provide emotional, informational, and instrumental support, acting as a buffer against
work-related stress and enhancing overall well-being (Cohen & Wills, 1985). The social
interactions and relationships developed within teams can profoundly impact individuals’
psychological well-being and life satisfaction.
In an era where organizational structures are becoming more flexible and dynamic, cross-
functional, and virtual teams are emerging as quintessential elements of organizational design.
These diverse and geographically dispersed teams offer unique opportunities and challenges,
underscoring the need for adaptable, inclusive, and effective teamwork practices to harness the
full potential of diverse talents and skills (Gilson, Maynard, Jones Young, Vartiainen, &
Hakonen, 2015).
8
2.2 Career Satisfaction

Career satisfaction pertains to the positive emotional response and attitude an individual holds
towards their career progression, achievement, and overall journey. It is a crucial aspect that
underlines individuals’ psychological attachment to their professional life (Greenhaus,
Parasuraman, & Wormley, 1990). The foundation of career satisfaction can be attributed to
various elements, including achievement, recognition, work itself, responsibility, and
advancement.
High Performance Work Practices (HPWPs) act as catalysts in fostering career satisfaction by
creating pathways for growth and development, honing skills, and providing opportunities for
advancement (Gupta & Shaheen, 2017). They facilitate an environment where employees can
map their career trajectories, supported by organizational resources and opportunities. This
alignment between individual career aspirations and organizational support is pivotal in
enhancing career satisfaction.
The role of mentoring and coaching in fostering career satisfaction has been extensively
highlighted in literature. Effective mentoring provides career insights, guidance, and support,
enabling individuals to navigate their career paths effectively and derive satisfaction from their
progression and achievements (Allen, Eby, Poteet, Lentz, & Lima, 2004).
In today’s dynamic business landscape, career adaptability has emerged as a significant
determinant of career satisfaction. The ability of individuals to adapt, change, and navigate
through diverse career paths and challenges is pivotal. HPWPs that focus on continuous learning,
skill development, and adaptability foster an agile workforce that is not only adept at handling
change but also derives satisfaction from the diverse learning and growth opportunities presented
(Savickas & Porfeli, 2012).
Furthermore, the integration of technology in career development, such as e-learning platforms,
virtual reality-based training, and AI-driven career development tools, has augmented the scope
and accessibility of career growth opportunities. Such innovative practices align with individual's
9
needs for autonomy and self-directed learning, contributing significantly to career satisfaction
(Rosen, 2019).
Lastly, organizational culture and leadership play an indispensable role in shaping career
satisfaction. A culture that promotes innovation, learning, and development, coupled with
leadership that supports, recognizes, and rewards achievement, creates a fertile ground where
career satisfaction flourishes (Schein, 2010).
2.3 Job Satisfaction

Job satisfaction, as a multifaceted construct, encompasses an individual’s feelings, beliefs, and
attitudes towards their job. It reflects the extent to which employees derive gratification and
fulfillment from their work (Spector, 1997). The role of job satisfaction in mediating employee
behaviour, performance, and retention is integral, making it a central focus in organizational
studies.
High Performance Work Practices (HPWPs) have a notable impact on job satisfaction by
creating an enriched work environment. In particular, the provision of opportunities for skill
development, the establishment of positive supervisor-employee relationships, and the creation
of a supportive organizational culture have been identified as key determinants of job satisfaction
(Harter, Schmidt, & Hayes, 2002).
Moreover, the job characteristics model suggests that core job dimensions, including skill
variety, task identity, task significance, autonomy, and feedback, are intrinsically linked to job
satisfaction (Hackman & Oldham, 1976). In contexts where HPWPs are implemented, these job
characteristics are often optimized, leading to increased satisfaction and performance.
Job satisfaction is also closely linked to employee well-being. When employees are satisfied with
their jobs, they are likely to experience reduced stress, enhanced mental health, and overall well-
being (Wright & Bonett, 2007). This not only benefits the individual but also translates into
reduced absenteeism, increased engagement, and higher productivity in the organizational
context.
One significant implication of job satisfaction relates to its role in talent retention. In an era
where talent mobility is high, organizations are keen to identify strategies to retain skilled and
capable employees. HPWPs, by enhancing job satisfaction, play a crucial role in not only
attracting top talent but also ensuring their prolonged engagement and commitment to the
organization (Shaw, Dineen, Fang, & Vellella, 2009).
10
An evolving perspective on job satisfaction in contemporary literature extends beyond the

immediate job environment to consider the role of social and organizational justice. Fairness in
decision-making processes, equitable treatment of employees, and transparent communication
have emerged as pivotal in enhancing job satisfaction (Colquitt, Conlon, Wesson, Porter, & Ng,
2001).
2.4 Life Satisfaction

Life satisfaction reflects a global assessment of an individual's quality of life according to their
chosen criteria, influenced significantly by job and career satisfaction (Diener et al., 1985).
When employees find fulfillment in their professional roles and career trajectories, it often
permeates other aspects of their lives, enhancing overall life satisfaction.
The role of High-Performance Work Practices (HPWPs) extends beyond the workplace; these
practices influence life satisfaction through work-life balance, organizational support, and job
security. A supportive work environment that considers employees’ well-being and outside-work
lives fosters positive emotions and attitudes that enhance life satisfaction (Eby, Casper,
Lockwood, Bordeaux, & Brinley, 2005).
Work-life balance is central to the discussion of life satisfaction. HPWPs that facilitate flexible
work arrangements, support for family responsibilities, and adequate downtime contribute
significantly to employee well-being and satisfaction with life (Greenhaus, Collins, & Shaw,
2003). Employees who can effectively balance their professional and personal lives are likely to
experience increased life satisfaction, a factor that also positively impacts job performance and
organizational commitment.
The psychological contract between the employee and the organization also plays a critical role
in life satisfaction. When employees perceive that their organization fulfills its promises and
commitments, such as career development, fair compensation, and job security, it elevates trust
and satisfaction, leading to enhanced life satisfaction (Rousseau, 1995).
In addition, the social environment at the workplace, characterized by relationships with
colleagues and supervisors, impacts life satisfaction. A positive, inclusive, and respectful social
environment fosters a sense of belonging and social support, crucial elements that boost
emotional well-being and life satisfaction (Helliwell & Putnam, 2004).
The amplification of positive emotions within the organizational context, facilitated by HPWPs
like recognition programs and positive leadership, creates an emotional uplift that extends
11
beyond the workplace. Employees carry these positive emotions into their personal lives, leading
to enhanced well-being and life satisfaction (Fredrickson, 2001).
12
Table 1 Empirical studies for HPW

study number 1 2 3 4 5
Georgiana
Karadas,
Name of
Osman M.
researcher (year)
Karatepe, Smith, J. Osman M. Rogers, B. Osman M. Karatepe,
(2018) (2017) Karatepe 2013 (2018) (2013)
High-
Unravelling performance
the black box: Impact of work practices Influence of
The linkage High- and hotel High- "High-performance
title between high- performance employee performance work practices, work
performance Work performance: Work social support and their
work systems Systems on The mediation Systems on effects on job
and employee Employee of work Workplace embeddedness and
outcomes Morale engagement Innovation turnover intentions
Quantitative Quantitative
Quantitative social Quantitative social
social research research social research research
typically uses typically uses typically uses typically uses Quantitative social
types of study
surveys and surveys and surveys and surveys and research typically uses
questionnaires questionnaire questionnaires questionnaire surveys and
to obtain s to obtain to obtain s to obtain questionnaires to
information information information information obtain information
place of study Romania USA Romania Canada Iran
sample size 282 305 110 315 174
statistical package LISREL SPSS LISREL SPSS LISREL
13
This study
aims to
determine if
work
engagement
mediates the
impact of
is to high-
investigate the performance
aim potential work practices
mediators that (HPWPs) on to propose and test a
operate in the job Explore if research model that
black box performance there's a examines whether job
between high- Understand and extra-role significant embeddedness
performance how HPWS customer influence of mediates the effects of
work systems impacts service among HPWS on high-performance
(HPWS) and overall frontline hotel innovative work practices and
employee employee employees in practices at work social support on
outcomes morale Romania. the workplace turnover intentions
Selective
staffing,
- Intensive
Job security,
training -
Training,
Employee 1.
empowerment Training Rewarding
Involvement - Training
sub variables , Empowerment with increase
Pay for 2.Empowerment
Rewards, Rewards in celery
performance - 3.Rewards
Teamwork,
Performance
Career
appraisal
opportunity
result The findings Significant work HPWS job embeddedness
14
reveal that
psychological
capital engagement
mediates the acts as a full
impact of mediator of fully mediates the
HPWS on the effects of effects of high-
work HPWPs on job performance work
engagement. performance practices and work
As and extra-role social support on
hypothesized, customer turnover intentions.
increase in significantly
both service. Specifically, frontline
employee fosters
psychological Specifically, employees with high-
morale when innovative
capital and HPWPs, as performance work
HPWS is practices in
work manifested by practices and work
implemented the workplace
engagement frontline social support are more
mediate the employees’ embedded in their jobs,
impact of appraisal of and therefore, are
HPWS on training, unlikely to display
quitting empowerment, intentions to leave the
intentions, and rewards, organization.
creative enhance work
performance, engagement
and extra-role
performance
data came Companies This practice the present study that

from should does not Innovation has used data collected
employees in investigate permit firm teams should with a two-week time
recommendation three time leveraging conclusions in be trained in lag appears to provide
periods, which HPWS for terms of HPWS for some evidence for
were boosting causality. better results temporal causality, but
separated by a morale Although the it is not adequate.
15
two-week hypothesized inclusion of other

time lag our relationships important HPWPs such
study used have been as employment
several developed security, work-family
procedural based on SET balance, and employee
remedies to and empirical selectivity in the
mitigate the evidence research model would
likelihood of training, enhance the
common empowerment, understanding
method bias. and rewards regarding JE as a
our study were selected mediator in the
measured as the relationship between
HPWS at the indicators of HPWPs and various
individual HPWPs job job outcomes (e.g.,
level. performance team performance,
In complex and extra-role creative performance
organizations customer
that have service were
several used as the
managerial performance
and non- outcomes in
managerial this study
employees, hotel
data came managers did
from a single not permit the
industry in a researcher to
single country directly
contact
frontline
employees for
data
16
collection.
17
Table 2 Empirical studies for Career Satisfaction

Specchia, M.
L., Cozzolino,
M. R., Carini,
Name of Setyo E., Di Pilla,
researcher Riyanto, A., Galletti,
(year) Islam, J., Endri, and C., Ricciardi,
Mohajan, H., Novita W., &
& Datta, R. Herlisha Damiani, G.
(2011) (2021). (2021) Maria Lucia Swati Dhir (2019)
Specchia 2021
Effect of work
motivation
A study on and job Leadership Linking employee
job satisfaction on Styles and Leadership loyalty
satisfaction employee Nurses’ Job Styles and with job
title
and morale of performance: Satisfaction. Nurses’ Job satisfaction using
commercial Mediating Results of a Satisfaction. PLS–SEM
banks role of Systematic Results of a modelling
employee Review Systematic
engagement Review
Quantitative Quantitative Quantitative
social social social Quantitative
research research research social research
typically uses typically uses typically uses typically uses
types of study
surveys and surveys and surveys and surveys and
questionnaire questionnaires questionnaires questionnaires to
s to obtain to obtain to obtain Systematic obtain
information information information review information
place of study Bangladesh Ukraine USA / India
18
sample size 96 103 293 11813 papers 220

statistical
package excel SMART PLS SPSS / smarts
aim This study analyse the The aim of to identify and present study is
aims to effect of the research analyse the to empirically test
investigate motivation was to select knowledge a model that
job and job only primary present to date illustrates how
satisfaction satisfaction on studies that concerning the person–job fit
among performance have correlation (PJF), person–
employees in with investigated between organization fit
the banking employee the specific leadership (POF) and
sector in engagement correlation styles and perceived
Bangladesh as a mediating between nurses’ job supervisor
and identify variable. The leadership satisfaction. A support (PSS) as
key factors research styles and systematic individualistic
influencing it. sample is nurses’ job review was factors affect job
Information satisfaction. carried out on satisfaction and
Technology This PubMed, employee loyalty
(IT) contributed to CINAHL and in the Indian
companies the significant Embase using context.
located in the reduction in the following
cities of the number of inclusion
Jakarta and records. criteria: impact
Bandung, of different
Indonesia leadership
styles on
nurses’ job
satisfaction;
secondary
care; nursing
19
setting; full-
text available;
English or
Italian
language.
sub variables
result the Empirical Defined as 88% showed a The factors PJF,

employees findings the behaviour significant POF and PSS are
are quite proved that of leaders correlation inferred to have
satisfied and the motivation who between significant impact
view the bank variable has a demonstrate a leadership on job satisfaction
as a good positive effect high level of style and and improve
place to on employee emo- tonal nurses’ job employee loyalty.
work, performance intelligence. satisfaction. In comparison to
majority of variables; on They are in Trans- PJF and PSS,
them think the other tune with the formational POF has emerged
that they can hand, job emotions of style had the as the most
go. satisfaction those around highest number influential
does not have them, use of positive determinant of the
any impact. empathy and correlations proposed model.
Motivation manage their followed by
and job own emotions authentic,
satisfaction effectively to resonant and
have a build strong, servant styles.
positive and trusting Passive-
significant relationships avoidant and
effect on and crew- ate laissez-faire
employee a climate of styles, instead,
performance. optimism that showed a
inspires negative
20
correlation
with job
commitment
satisfaction in
all cases
he studies
The impact found that
of job different
satisfaction leadership
and morale in styles had
the varying
recommendati It is necessary more exhaustive
performance effects on
ons for to identify and list of such
of the nurses' job
company fill the gaps in factors, keeping
employee is satisfaction.
management, leadership their overlap
very implicit Specifically,
in increasing knowledge as a under control,
issue. transformatio
high future could lead to
Satisfied nal leadership
employee objective to further interesting
recommend employees had the
engagement, positively insights.
dation always highest
employee affect health Secondly, this is a
motivated to number of
motivation professionals’ cross-sectional
perform their positive
needs to be job satisfaction study and hence
job in a better correlations
encouraged to and therefore does not take into
way as well with job
be more healthcare consideration
as morale satisfaction,
active and quality temporal effects.
keep the followed by
innovative, indicators.
employees to authentic,
be committed resonant, and
to the servant
organization. leadership
styles. In
contrast,
21
Table 3 Empirical studies for job Satisfaction

Lounsbury, J.
W., Park, S. OSMAN M Timo
H., Sundstrom, KARATEPE Meynhardt,
Name of E., AND Steven A.
researcher (year) Williamson, J. OLUSEGUN Osman M. Yap, M., Holmes, Brieger &
M., & A Karatepe M. R., Hannan, C. Carolin
Pemberton, A. OLUGBADE Georgiana A., & Cukier, W. Hermann
E. (2004) 2016 Karadas, (2015) (2010). (2018)
Organizational
public value
and employee
Personality, The effects of Do life
Career work social psychological The relationship satisfaction:
Satisfaction, support and capital and work between the mediating
title
and Life career engagement diversity training, roles of work
Satisfaction: adaptability foster frontline organizational engagement
Test of a on career employees’ commitment, and and
Directional satisfaction satisfaction? A career organizational
Model and turnover study in the satisfaction citizenship
intentions hotel industry behaviour
types of study Quantitative Quantitative Quantitative The study is a Quantitative
Survey social social research quantitative social research
research typically uses research paper, as typically uses
typically uses surveys and it uses survey data surveys and
surveys and questionnaires and statistical questionnaires
questionnaires to obtain analysis to to obtain
to obtain information examine information
22
information relationships
place of study USA Nigeria Romania Switzerland
Canada
1,352
sample size
287 282 11,000 1045
statistical LISREL
LISREL LISREL SPSS SPSS
package
The aim of the The primary aim of Explore how

study is to the study is to organizational
examine the investigate the public value is
This paper aims
relationships relationship related to
to develop and
between between employee life
test a conceptual
personality employees' satisfaction.
model that
traits, career perceptions of And
investigates the
satisfaction, diversity training determine
effect of
and life (DT) and two key whether the
psychological
satisfaction outcomes: indirect
capital on job,
among organizational effects of
research career, and life
information commitment (OC) organizational
aim model that satisfaction,
science and career public value
investigates mediated by
professionals. satisfaction (CS). on employee
whether work
Specifically, Specifically, the life
career engagement,
the study seeks study aims to satisfaction
adaptability drawing from
to understand determine whether via work
mediates the the conservation
how employees who engagement
effect of work of resources
personality perceive DT as and
social support theory and the
traits, as effective have organizational
on career motivational
measured by higher levels of citizenship
satisfaction process of the
the Personal OC and CS behaviour are
and turnover job demands-
Style Inventory compared to those more
intentions. resources
(PSI), relate to who perceive it as pronounced
model.
career ineffective or non- among
23
employees
with higher
satisfaction common good
and life existent. orientation
satisfaction levels
sub variables
result The study The results Employees with The study's results reveal that
confirms a from high indicate that organizational
positive structural psychological employees who public value is
relationship equation capital reported perceive DT to be positively
between career modelling higher levels of effective are related to
satisfaction suggest that job satisfaction, significantly more employee life
and life work social career committed to their satisfaction,
satisfaction, support satisfaction, and organizations and and that this
suggesting that boosts career life satisfaction. more satisfied with relationship is
individuals adaptability This indicates their careers than partially
who are and career that a positive employees who mediated by
satisfied with satisfaction, and resilient perceive DT to be work
their careers mindset can lead ineffective or non- engagement
are more likely to greater existent. The and
to be satisfied satisfaction in differences in OC organizational
with their various aspects and CS are citizenship
overall lives of an employee's statistically behaviour
life. significant, with provide
higher percentages evidence that
of OC and CS the indirect
observed in the effects of
group that organizational
perceives DT as public value
effective on employee
life
24
satisfaction
via work
engagement
and
organizational
citizenship
behaviour are
stronger at
higher
employee
common good
orientation
levels.
recommendation findings Recognize To enhance While the provided people in
suggest that that some career text does not Switzerland
organizations employees satisfaction, explicitly mention evaluate their
and career may still organizations specific lives and their
counsellors consider should provide a recommendations workplaces
may need to leaving if supportive work for career highly.
consider their environment. satisfaction, the Switzerland is
individuals' expectations This includes study's findings known for its
personality regarding offering training suggest that high quality of
traits when career opportunities, organizations can life. Future
providing advancement empowering enhance career research
career and employees to satisfaction among should
guidance or development make decisions, their employees by investigate
interventions. are not met. providing implementing whether our
To retain rewards and effective diversity findings can
talent, recognition, and training programs. be confirmed
organizations offering clear Employees who in other
should career view such informal or
25
advancement
opportunities. A
resourceful
work
provide environment can
appealing stimulate
career positive
programs as
advancement emotions among formal
effective tend to
opportunities employees, institutional
report higher
to keep which can, in environments.
career satisfaction
employees turn, contribute
engaged and to the
motivated. development
and maintenance
of their
psychological
capital.
26
Table 4 Empirical studies for Life Satisfaction

Study Number 1 2 3 4 5
Lounsbury, J.
W., Park, S. Girish Prayag,
H., Samuel Timo
Name of Sundstrom, Spector, Meinhardt,
Researcher E., Caroline Steven A.
(year) Williamson, J. Orchis ton & Brieger &
M., & Mesbah Uddin Carolyn Siebert, J. U.,
Chughtai, A. A. Pemberton, A. Chowdhury Hermann Kunz, R. E., &
(2018 E. (2014) (2019): (2018) Rolf, P. (2020).
Organizational
public value
Effect of Psychological and employee
Transformational Personality, resilience, life
Leadership, Career organizational satisfaction:
Perceived Satisfaction, resilience, and the mediating
Title Effects of
Organizational and Life life satisfaction roles of work
proactive decision
Support, Job Satisfaction: in tourism engagement
making on life
Satisfaction Test of a firms: insights and satisfaction.
Toward Life Directional from the organizational European Journal
Satisfaction Model Canterbury citizenship of Operational
earthquakes behaviour Research,
Types of Study Quantitative Quantitative Quantitative Quantitative Quantitative
social research social social research social research social research
typically uses research typically uses typically uses typically uses
surveys and typically uses surveys and surveys and surveys and
questionnaires to surveys and questionnaires questionnaires questionnaires to
obtain questionnaires to obtain to obtain obtain
information to obtain information information information
27
information
Place of Study New Zealand Switzerland Germany
Indonesia
1,352
Sample Size
127 84 1045 1300
for data
collection via an
Statistical
online electronic
Package LISREL
questionnaire
PLS-SEM SPSS SPSS
The aim of Explore how
the study is to organizational
examine the public value is
relationships related to
between employee life
personality satisfaction.
beds proactive
traits, career And
decision making
satisfaction, determine
provides within a model of
and life whether the
evidence of the three possible
satisfaction indirect
relationship consequences.
among effects of
Aim
between We consider—
information organizational
different types and empirically
science public value
of resilience test—decision
professionals. on employee
(psychological, satisfaction,
Specifically, life
employee and general self-
the study satisfaction
organizational efficacy, and life
seeks to via work
resilience) satisfaction by
understand engagement
affecting the conducting
how and
recovery of three studies with
personality organizational
tourism 1300
traits, as citizenship
organizations participants.
measured by behaviour are
28
the Personal more

Style pronounced
Inventory among
(PSI), relate employees
to career with higher
satisfaction common good
and life orientation
satisfaction levels
Sub Variables
Result The results of The study This finding reveal that urn finding that
this research confirms a indicates that organizational the relationship
showed that positive by investing in public value is between PDM
transformational relationship psychological positively and LSA is not
leadership had a between resilience, related to direct—and
positive effect on career tourism employee life instead is
perceived satisfaction managers can satisfaction, mediated by
organizational and life enhance their and that this DSA and GSE—
support, job satisfaction, employees’ relationship is establishes how
satisfaction and suggesting overall partially crucial it is for
life satisfaction. that resilience and mediated by OR to become
Then perceived individuals life work more
organizational who are satisfaction. engagement interdisciplinary
support has a satisfied with During and when analysing
positive effect on their careers disasters, organizational the applicability
job satisfaction are more organizations citizenship and usefulness of
and life likely to be must call on a behaviour its proposed
satisfaction. satisfied with wide range of provide Deci- Sion
their overall resources to evidence that structuring and of
lives cope, adapt, the indirect its problem-
survive, and effects of solving models
29
organizational
public value
on employee
and techniques.
life
There are direct
satisfaction
effects between
via work
one’s decision-
engagement
making and ex-
and
thrive in the pecked
organizational
new setting. outcomes, yet
citizenship
there also exist
behaviour are
indirect effects
stronger at
that can in-
higher
fluence that
employee
relation
common good
orientation
levels.
Recommendatio this study in findings suggest that people in ident- tidying
employee
n different school suggest that Switzerland and analysing the
resilience has a
settings or organizations positive effect evaluate their possible
on
regions to assess and career lives and their antecedents of
organizational
the counsellors resilience as workplaces PDM would help
confirmed by
generalizability may need to highly. us better
H2. As
of the findings. consider suggested in Switzerland is understand why
the socio-
Additionally, individuals' known for its some individuals
ecological
exploring other personality systems high quality of are more
literature,
factors that may traits when life. Future effective than
different forms
influence teacher providing of resilience research others when
(psychological
satisfaction and career should applying
and employee)
life satisfaction guidance or are useful to investigate proactive
serve as a
could provide a interventions. whether our cognitive skills
buffer for
30
during the phase

findings can
of generating
be confirmed
more organizational alternatives.
in other
comprehensive resilience post- Research along
disaster. informal or
understanding of those lines would
formal
the issue. also provide
institutional
educators,
environments.
decision analysts,
2.5 The benefit of the above empirical studies:

 Contemplation of the variables of previous studies contributed to choosing the starting
point for the current research, trying to complete what the previous studies reached and
start from where they ended in order to shorten time and effort.
 Benefiting from previous studies as sources, which facilitated the way for the researcher
in building the theoretical and methodological framework for the current study.
 Benefiting from previous researchers, as well as the results of their research, in filling
part of the voids in the Iraqi library in general and Kurdish in particular with regard to the
variables of this study, as well as motivating other researchers to take an important step in
studying this vital topic.
 Statistical methods that used by Previous studies, contributed to identify the most
important statistical measures and means used in obtaining data, and clarifying the
relationship between the study dimensions and its variables.
2.6 What distinguishes the current study from the above-mentioned empirical
studies?
 The current study differs from the above mentioned studies in that we have linked four different
variables that they did not use before HPW as independent variable and ( Job , career , and life )
satisfaction as dependent variable
 The second difference in location is that they have chosen different countries for their research,
and most of these countries are repeated, but we apply Kurdistan in Sulaymaniyah
 Finally, our difference from the previous empirical studies is we conducted this study in different
sector which is higher education sector, broadly speaking in KUST.
31
Figure 1 Conceptual Model of the Stud
HPW
Career
satisfaction
Training
Job
EMP.
satisfaction
Reward
Life
Teamwork satisfaction
Correlation
Effect
32
Hypothesis
The following hypotheses have been proposed :
H1 a: There is a significant positive correlation between HPW and employees’

career satisfaction.
H1 b: There is a significant positive correlation between HPW and employees

job satisfaction.
H1c: There is a significant positive correlation between HPW and employee’s

life satisfaction.
H2 a: HPW has a positive significant effect on employee’s career

satisfaction.
H2 b: HPW has a positive significant effect on employees’ job

satisfaction.
H2c: HPW has a positive significant effect on employee’s life satisfaction.
33
3 Research Methodology
3.1 Research design
To complete the study's practical component, primary data was gathered using a survey
questionnaire. The demographic data of the respondents, as shown in Table (), is included
in the questionnaire's first section. The study's independent variable is covered by twenty-
one questions in the second section (HPW). Five (5) questions are used to measure (career
satisfaction). Four (4) questions are used to measure (job satisfaction). Last, five (5)
questions are used to measure (life satisfaction). A Likert scale with five outcomes—1 for
strongly disagreeing and five for strongly agree employed. The hypothesis was evaluated
using SPSS V. 26, which was also used to examine the relationships between the variables
using leaner modeling (GLM) techniques like ANOVA or multiple regressions.
Table 5 Design of questionnaires and references
No# Items Researcher Number of
questions
Demographic Information Researchers 5
1
2 High-performance work practices 21
2.1 Training 6
2.2 Empowerment Karatepe& Vatankhan, 2015 5
2.3 Reword 5
2.4 Teamwork 5
4 Career satisfaction 5
1 Job satisfaction Karatepe& Kradas, 2015 4
3 Life satisfaction 5
Source: Researchers based on questionnaire
34
Sample Size and Data Collection: The target population of the current study consists of all full
time academic staff in Komar University in Sulaymaniyah city, Kurdistan Region – Iraq. At the
time of conducting this study, there were 124 academic staff, as appeared in appendix no. (1). A
total 112 questionnaires were distributed to academic staff, 92 of them being usable. To avoid
bias, the following steps were taken firstly, sending questionnaires with a cover letter, and using
a face-to-face method for data collection, secondly, obtaining the response after two weeks Vis a
face-to- face meeting.
35
4 Results and Discussion

4.1 Demographics
The data set comprises of an expansive range of observation points, each member is a member
on faculty at KUST university. It is a representative sample of gender diversity that incorporates
a range of education levels. In our dataset the respondents vary in gender, age, education level,
and working experience.
The majority of respondents have at least a master's degree and are within the 6 - 10 years
working experience range. This means that they are well enough advanced in career, life
experience and age to be able to comprehend the nuances of our survey, making it a
conscientious group. This likely influences the perception of satisfaction they have in all the
three factors we have assessed.
The bar chart presented fig 2 the distribution of a certain population by gender. It clearly
delineates a significant disparity between the two recorded genders, with males represented
substantially more than females. Specifically, the male count stands at 70, a figure more than
triple that of the female count, which is reported at 22. The visual contrast is stark, with a
towering blue bar for males overshadowing the modest pink bar for females. This visual
quantification provides an immediate and impactful representation of gender distribution within
the surveyed group, highlighting a pronounced skew towards male subjects. The simplicity of the
chart's design, with its uncluttered aesthetic and direct labeling, serves to deliver these insights in
an accessible and undistracted manner.
36
Figure 2 count of gender
The chart features five age ranges along the x-axis, each represented by a blue bar corresponding
to the count of individuals within that range. The y-axis shows the count, indicating the number
of individuals in each category as shown in fig 3.
The age ranges and their respective counts are as follows:
 18-25 years: A relatively low count of 4, illustrated by the shortest bar.
 26-30 years: A modest increase to a count of 20.
 31-40 years: The highest count observed at 52, indicated by the tallest bar, suggesting this is the
most populous age group.
 41-50 years: A decrease to a count of 10.
 More than 50 years old: The count drops further to 6.
This distribution suggests a bell-shaped curve, typical of many natural and human-made
phenomena, where the median age group (31-40 years) has the highest frequency. The chart
simplifies complex data into an easily digestible format, enabling viewers to quickly grasp the
age dynamics of the population in question. The bars' incremental heights clearly demonstrate
the varying population densities across the age spectrum, with a notable concentration in the
middle age range.
37
Figure 3 count of Age
The bar chart from fig 4 depicts a comparison of individuals across three different levels of
educational attainment: Bachelor's degree, Master's degree, and PhD or equivalent. The x-axis
categorizes the education levels, while the y-axis represents the count of individuals holding each
degree.
Here are the details of the chart:
 The first bar represents individuals with a Bachelor's degree, the count for which is notably low at
2, making the bar barely visible.
 The second bar, representing those with a Master's degree, is the most prominent with a count of
56, indicating that the majority of the individuals in the dataset have obtained this level of
education.
 The third bar shows individuals with a PhD or equivalent, with a count of 34, which is
significantly higher than the Bachelor's but still less than the Master's degree holders.
The visual representation shows a higher concentration of advanced degrees within the surveyed
population, suggesting a highly educated group with a significant number favoring a Master's
degree over the other levels of education. The chart's layout allows for a quick assessment of
educational distribution and points to the relative academic achievements of the population in
question
38
Figure 4 Count of Education level
From fig 5 provides a visual summary of the work experience levels within a given population.
The chart is segmented into five categories, each representing a range of years of experience, and
the y-axis indicates the count of individuals within each category.
Here's a breakdown of the chart:

 The first bar represents individuals with 11-15 years of experience, showing a count of 20.
 The second bar, depicting 1-5 years of experience, has a slightly higher count of 22, indicating
this is a common experience level within the group.
 The third bar, for 6-10 years of experience, has the highest count at 24, suggesting that a plurality
of the individuals fall within this experience range.
 The fourth bar shows that only a small number, 6, have less than one year of experience, making
it the least common category.
 The final bar, representing those with sixteen and more years of experience, rebounds to a count
of 20, on par with the first category.
The distribution of work experience showcased in the chart indicates a workforce with a
substantial amount of experience, particularly highlighting a concentration of individuals in the
mid-range (6-10 years) of professional experience. The relatively low number of individuals with
less than one year of experience might suggest either a lower turnover or hiring rate for entry-
39
level positions, or a dataset that does not include many early-career professionals. The chart
effectively communicates the varying levels of experience within the group, with an overall trend
towards moderate to extensive work history.
Figure 5 count of working Experience
4.2 Data Overview

The dataset consists of survey responses from Acadimic staff focusing on their job, life, and
career satisfaction and alsoe the thoher part or the other side ofrthe scale HPW. Key
demographic variables include gender, age, education level, and working experience. The survey
includes several questions about respondents' satisfaction in different aspects of their lives and
careers.
Employee satisfaction is a complex concept in the psychology of organizational behavior, in our
survey, we attempted to give merit to this complexity through asking a comprehensive analysis
of the dependent and independent variables, while also adding some questions that will help us
speculate about the results themselves.
High performance work environments are impacted by several factors and because of this, the
research paper offers three hypothesis that looks at three factors against perceived HPW. The
40
three factors chosen are perceived life, job and career satisfaction. Researchers decided to do a
Pearson’s correlation test using SPSS to analyze the strength and significance of these
relationships along with a regression analysis to look into what percentage of these factors
contribute to overall satisfaction, provided that there is a perceived high performance work
environment.
The survey used is an extensive tool that was thoroughly planned out and constructed with an
emphasis on these factors and it has several follow up questions that looks at specific dimensions
of each factor, to be able to assess satisfaction levels better and speculate on possible reasons for
the results of the regression and correlation tests. For example, the follow up questions to “I am
satisfied with the progress I have made toward meeting my overall career goals”, includes
specific dimensions that look at progress, income, success and advancement. As it can be seen
from the format of the question it was done on a Likert Scale that we later assigned an array of
numbers to from 1 to 5 ranging from Strongly Disagree to Strongly Agree.
4.3 Descriptive Analysis

Demographics:
The data set comprises of an expansive range of observation points, each member is a member
on faculty at KUST university. It is a representative sample of gender diversity that incorporates
a range of education levels. In our dataset the respondents vary in gender, age, education level,
and working experience. Before table 6 we start any thing we have to do cornbranch’s Alph test
to see how relaiable is out data and we get .944 out of 1 which is very high and close to 1 meanig
out data is relaiable and we can work on it :
Table 6 Reliability test
Reliability Statistics
Cronbach's Alpha N of Items
.942 31
The majority of respondents have at least a master's degree and are within the 6 - 10 years
working experience range. This means that they are well enough advanced in career, life
experience and age to be able to comprehend the nuances of our survey, making it a
41
conscientious group. This likely influences the perception of satisfaction they have in all the
three factors we have assessed.
Satisfaction Responses:
4.3.1 Descriptive Statistics of the life satisfaction
As evidenced in Table 7 summary of the mean and standard deviation for job
satisfaction . The frequency distribution for the 5 items shows the mean (3.30)
and standard deviation (0.15). The results show that the means on all items were
high (greater than 3). As a result, the sample data is meaningful for achieving the
current research’s objectives
Table 7 Descriptives statistics analyses
HPWS Carre Life job
Mean 3.4 3.4 3.3 3.3
Standard Error 0.16 0.16 0.15 0.16
Median 4 4 3 4
Mode 4 4 3 4
Standard Deviation 1.109 1.08 1.02 1.142
Sample Variance 1.23 1.18 1.06 1.30
Kurtosis -0.24 -0.49 -0.72 -0.64
Skewness -0.70 -0.47 -0.018 -0.50
Range 4 4 4 4
Minimum 1 1 1 1
Maximum 5 5 5 5
Sum 159 159 152 155
Confidence
Level(95.0%) 0.32953579 0.32353424 0.305867856 0.339218839
42
Table 8 Pearson Correlations for Independent Variable and Dependent Variable
HPW CS JS LF
HPW Pearson 1 .889** .845** .817**
Correlation
Sig. (2-tailed) .000 .000 .000
N 92 92 92 92
CS Pearson .889** 1 .845** .843**
Correlation
Sig. (2-tailed) .000 .000 .000
N 92 92 92 92
JS Pearson .845** .845** 1 .848**
Correlation
Sig. (2-tailed) .000 .000 .000
N 92 92 92 92
LF Pearson .817** .843** .848** 1
Correlation
Sig. (2-tailed) .000 .000 .000
N 92 92 92 92
Table 8 shows that indicate that there is a positive and significant relationship between HPW
and career satisfaction with a correlation of (0.889) use (H1a). Moreover, it can be seen that
HPW is positively and significantly correlated with job satisfaction with a correlation of
(0.845) use (H1b). While the results show that there is a positive and significant relationship
between HPW and life satisfaction with a correlation of (0.817) uses (H1c Then, all the
correlation hypotheses were accepted.
43
44
5 Conclusions
The present research has reached a number of conclusions based on the data analysis results of
the questionnaire form, which can be contested in the following:
1. High performance work practices can be viewed through four dimensions ( training,
empowerment, reword, and team work).
2. The KUST's possession of the sources of HPW makes them more vigilant, and able to
understand and benefit from business environmental data in building a way to manage
their business and employees and respond quickly to them.
3. The subject of career , job, life satisfaction was not the focus of the research of many
writers and researchers, and there were very limited studies in different environments
about the current research environment.
4. This research expects the ability of Halabja Group to achieve a high level of career, job,
life satisfaction for their academic staff would depend on providing high level of HPW in
university.
5. The result of this research showed that KUSTshould pay more attention to HPWas it helps
to be more successful and achive the employees satisfactions.
6. The result shows the positive and significant effect of HPW on career, job, and life
satisfaction.
45
6 Recommendations
Based on the conclusions of the present research, the researcher review the recommendations
developed by the research in order to promote the positive aspects revealed by the research and
develop the negative and weak aspects of the sector of higher education in the Kurdistan Region
of Iraq, The following recommendations have been developed for:
1. The KUSTshould seek to increase the level of providing HPWby using the appropriate
strategic direction towards achieving their goals and that is by setting short, medium, and
long-term plans to achieve the goals.
3. KUST should communicate with the international univercities in order to identify the
modern methods that can be used to achieve high level of HPW in higher education sector.
4. The administrative structure of the housing sector should be updated to conform to

managerial developments until routines and bureaucracy are reduced at work.
5. KUST should work in higher education sector based on the four main factors ( training,
empowerment, reward, and teamwork)) to be in a significant relationship with academic
staff and students' trust.
6. The researcher recommends the decision maker of KUST listen to and benefit from the
views, ideas, proposals, and suggestions provided by the academic staff.
46
7 Future Studies
The present research proposes a set of research titles to be a field for future studies related to the
variables of the current research as follows:
1. The effect of HPWon career, job , life satisfaction (comparative research between
various sectors in the Kurdistan region).
2. The role of HPW on job embeddeness
3. The relationship between HPW and career , job, life satisfaction and its effect on
competitive advantage.
Maybe training is not that effective or regarding them for the achievement and most of academic
staff are individual researchers are not fully at team worker or their teams are limited to only for
scholars per project so advise just can be changed to a better to make performance better and
more accurate
47
References
Boxall, P., & Macky, K. (2009). Research and theory on high-performance work systems:
Progressing the high-involvement stream. Human Resource Management Journal,
19(1), 3-23.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work
practices matter? A meta-analysis of their effects on organizational performance.
Personnel Psychology, 59(3), 501-528.
Locke, E.A. (1976). The nature and causes of job satisfaction. In M.D. Dunnette (Ed.),
Handbook of Industrial and Organizational Psychology (pp.1297-1349). Chicago: Rand
McNally.
Guthrie, J.P. (2001). High-involvement work practices, turnover, and productivity: Evidence
from New Zealand. Academy of Management Journal, 44(1), 180-190.
Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A.L. (2000). Manufacturing Advantage: Why
High-Performance Work Systems Pay Off. Ithaca, NY: ILR Press.
Judge, T.A., Cable, D.M., Boudreau, J.W., & Bretz, R.D. (1995). An empirical investigation of
the predictors of executive career success. Personnel Psychology, 48(3), 485-519.
Pavot, W., & Diener, E. (2008). The Satisfaction with Life Scale and the emerging construct of
life satisfaction. The Journal of Positive Psychology, 3(2), 137-152.
Wright, T.A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as
predictors of job performance. Journal of Occupational Health Psychology, 5(1), 84-94.
Noe, R.A. (2010). Employee Training and Development. New York: McGraw-Hill/Irwin.
Tharenou, P., Saks, A.M., & Moore, C. (2007). A review and critique of research on training
and organizational-level outcomes. Human Resource Management Review, 17(3), 251-
273.
Thomas, K.W., & Velthouse, B.A. (1990). Cognitive elements of empowerment: An

“interpretive” model of intrinsic task motivation. Academy of Management Review,
15(4), 666-681.
Spreitzer, G.M. (1995). Psychological empowerment in the workplace: Dimensions,

measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
Lawler, E.E. (2003). Treat People Right! How Organizations and Individuals Can Propel Each
Other into a Virtuous Spiral of Success. San Francisco, CA: Jossey-Bass.
48
Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: Mediating and
moderating roles of work motivation. The International Journal of Human Resource
Management, 17(3), 504-522.
West, M.A. (2004). Effective Teamwork: Practical Lessons from Organizational Research.
Oxford: Blackwell.
Katzenbach, J.R., & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-Performance
Organization. Boston, MA: Harvard Business School Press.
Posthuma, R.A., Campion, M.C., Masimova, M., & Campion, M.A. (2013). A High-
Performance Work Practices Taxonomy: Integrating the Literature and Directing
Future Research. Journal of Management, 39(5), 1184–1220.
Delery, J.E., & Doty, D.H. (1996). Modes of Theorizing in Strategic Human Resource
Management: Tests of Universalistic, Contingency, and Configurational Performance
Predictions. Academy of Management Journal, 39(4), 802-835.
Huselid, M.A. (1995). The Impact of Human Resource Management Practices on Turnover,
Productivity, and Corporate Financial Performance. Academy of Management
Journal, 38(3), 635–672.
Lepak, D.P., Liao, H., Chung, Y., & Harden, E.E. (2006). A Conceptual Review of Human
Resource Management Systems in Strategic Human Resource Management Research.
Research in Personnel and Human Resources Management, 25, 217–271.
Pfeffer, J. (1998). Seven Practices of Successful Organizations. California Management Review,

40(2), 96-124.
Bernarto, I., Bachtiar, D., Sudibjo, N., Suryawan, I. N., Purwanto, A., & Asbari, M. (2020).
Effect of transformational leadership, perceived organizational support, job
satisfaction toward life satisfaction: Evidence from Indonesian teachers.
Dhir, S., Dutta, T., & Ghosh, P. (2020). Linking employee loyalty with job satisfaction using
PLS–SEM modelling. Personnel Review, 49(8), 1695-1711.
Donate, M. J., Ruiz-Monterrubio, E., Sánchez de Pablo, J. D., & Peña, I. (2020). Total quality
management and high-performance work systems for social capital development:
Effects on company innovation capabilities. Journal of Intellectual Capital, 21(1), 87-
114.
Garg, N., & Punia, B. K. (2017). Developing high performance work system for Indian
insurance industry. International Journal of Productivity and Performance
Management, 66(3), 320-337.
49
Karadas, G., & Karatepe, O. M. (2019). Unraveling the black box: The linkage between high-
performance work systems and employee outcomes. Employee Relations, 41(1), 67-83.
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance:

The mediation of work engagement. International Journal of Hospitality Management,
32, 132-140.
Karatepe, O. M. (2013). High‐performance work practices, work social support and their effects
on job embeddedness and turnover intentions. International journal of contemporary
hospitality management, 25(6), 903-921.
Karatepe, O. M., & Karadas, G. (2015). Do psychological capital and work engagement foster
frontline employees’ satisfaction? A study in the hotel industry. International Journal of
Contemporary Hosp OKitality Management, 27(6), 1254-1278.
Karatepe, O. M., & Olugbade, O. A. (2017). The effects of work social support and career
adaptability on career satisfaction and turnover intentions. Journal of Management &
Organization, 23(3), 337-355.
Lounsbury, J. W., Park, S. H., Sundstrom, E., Williamson, J. M., & Pemberton, A. E. (2004).
Personality, career satisfaction, and life satisfaction: Test of a directional model.
Journal of Career Assessment, 12(4), 395-406.
Meynhardt, T., Brieger, S. A., & Hermann, C. (2020). Organizational public value and
employee life satisfaction: The mediating roles of work engagement and organizational
citizenship behavior. The International Journal of Human Resource Management,
31(12), 1560-1593.
Prayag, G., Spector, S., Orchiston, C., & Chowdhury, M. (2020). Psychological resilience,
organizational resilience, and life satisfaction in tourism firms: Insights from the
Canterbury earthquakes. Current Issues in Tourism, 23(10), 1216-1233.
Riyanto, S., Endri, E., & Herlisha, N. (2021). Effect of work motivation and job satisfaction on
employee performance: Mediating role of employee engagement. Problems and
Perspectives in Management, 19(3), 162.
Siebert, J. U., Kunz, R. E., & Rolf, P. (2020). Effects of proactive decision making on life
satisfaction. European Journal of Operational Research, 280(3), 1171-1187.
Slam, J., Mohajan, H., & Datta, R. (2011). A study on job satisfaction and morale of commercial
banks in Bangladesh.
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., &
Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a
systematic review. International Journal of Environmental Research and Public Health,
18(4), 1552.
50
Appendix (1): The questionnaire applied in this study.

Dear participant,
The following survey include questions about Impact of “Impact of High-Performance Work
Practices on enhancing employees’ Career, job, and Life satisfaction: A Case from Academic
staff of Komar University for Science and Technology, Kurdistan Region, Iraq.”
We kindly requested you to fill out this questionnaire in a self-administered manner. The
information you provide will be kept private. We appreciate your time and participation in this
research.
Rozhan
Mustafa
Bokan
Department of Administration
Komar University of Science and Technology
Section One: Demography
Gender: [] Male [ ] Female
Age: [] 18-25 [ ] 26 – 30 [ ] 31-36 [] more than thirty-six
Education level:
[ ] Bachelor degree
[ ] Master degree
[] PHD or equivalent
51
Working Experience
[] Less than one year
[] 1-5 years
[] 6-10 years
[] 11-15 years
[] Sixteen and more
Scientific title:
[] lecturer [] assistant lecturer [] assistant professor [] Professor
teamwork
 There is a formidable team spirit in my workgroup.

 There is a lot of cooperation in my workgroup.
 Academic staff in my workgroup are willing to put.
 themselves out for the sake of the group.
 Flight attendants in my workgroup encourage each other to work as a team.
 If I improve the level of service I staff academics, I will be.
rewarded.
 The rewards I receive are based on staff academics.

 I am rewarded for serving staff academics.
 I am rewarded for dealing effectively with staff problems.
 I am rewarded for satisfying complaining academic staff.
Training
 I receive continued training to provide good service.

 I received extensive staff service training before I met passengers.
 I receive training on how to serve staff better.
 I receive training on how to deal with complaining staff academics.
 I receive training on dealing with staff academics problems.
 I was trained to deal with staff academics complaints.
Empowerment
52
 I am empowered to solve staff academics problems.

 I am encouraged to manage staff academics by myself.
 I do not have to get chief purser’s approval before I manage staff academics.
 I am allowed to do anything to solve staff academics.
 I have control over how I solve staff academics.
Job satisfaction
 feel well satisfied with my present line of work.

 I feel a profound sense of satisfaction from my line of work.
 Given the circumstances (i.e., pay, promotion, supervisors, coworkers, etc.),
 how satisfied are you with your present line of work?
Career satisfaction
 I am satisfied with the success I have achieved in my career.

 I am satisfied with the progress I have made toward meeting my overall career goals.
 I am satisfied with the progress I have made toward meeting my goals for income.
 I am satisfied with the progress I have made toward meeting my goals for advancement.
 I am satisfied with the progress I have made toward meeting my goals for the
Life
 Life satisfaction
 In most ways my life is close to my ideal
 The conditions of my life are excellent.
 I am satisfied with my life.
 So far, I have gotten the important things I want in my life.
 If I could live my life over, I would change almost nothing.
53

GP Report 10th Dec Prod V3.0.0 Pearson Correlations Added-1 2

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

GP Report 10th Dec Prod V3.0.0 Pearson Correlations Added-1 2

Uploaded by

Copyright:

Available Formats

A Case from Academic staff of Komar University for Science and

Technology, Kurdistan Region, Iraq

Rozhan ahmed f190361

Mustafa Burhan f180405

Bokan Burhan f200572

Under the supervision of:

Dalia Khalid Faeq (Ph.D.)

Business Administration Department

Sulaymaniyah City 46001 Kurdistan Region

1.1 Contextual Background...................................................................................................1

1.2 Research Problem............................................................................................................3

1.3 Objectives of the Study....................................................................................................3

2.1 High Performance Work Practices..................................................................................4

2.2 Job Satisfaction................................................................................................................9

2.3 Career Satisfaction.........................................................................................................10

2.4 Life Satisfaction.............................................................................................................11

2.5 The benefit of the above empirical studies:...................................................................29

3.1 Research design.............................................................................................................32

4 Results and Discussion..........................................................................................................34

4.2 Data Overview...............................................................................................................38

4.3 Descriptive Analysis......................................................................................................39

4.3.1 Descriptive Statistics of the life satisfaction.........................................................40

4.4 Pearson’s Correlations Test...........................................................................................41

4.4.1 Pearson’s Correlation for the Hypothesis: There is a significant positive

4.4.2 Pearson’s Correlation for the Hypothesis: There is a significant positive

4.4.3 Pearson’s Correlation for the Hypothesis: There is a significant positive.............43

4.5 Regression Analysis.......................................................................................................44

Appendix (1): The questionnaire applied in this study..................................................................55

In the contemporary academic landscape, the efficacy of High-Performance Work Practices

In today’s dynamic business landscape, career adaptability has emerged as a significant

Training impacts job satisfaction by enhancing employees’ self-efficacy and confidence. As

1.2 Research Problem

1.3 Objectives of the Study

2.1 High Performance Work Practices

2.2 Career Satisfaction

2.3 Job Satisfaction

An evolving perspective on job satisfaction in contemporary literature extends beyond the

2.4 Life Satisfaction

Table 1 Empirical studies for HPW

result The findings Significant work HPWS job embeddedness

data came Companies This practice the present study that

two-week hypothesized inclusion of other

Table 2 Empirical studies for Career Satisfaction

place of study Bangladesh Ukraine USA / India

sample size 96 103 293 11813 papers 220

result the Empirical Defined as 88% showed a The factors PJF,

Table 3 Empirical studies for job Satisfaction

The aim of the The primary aim of Explore how

Table 4 Empirical studies for Life Satisfaction

the Personal more

during the phase

2.5 The benefit of the above empirical studies:

Figure 1 Conceptual Model of the Stud

H1 a: There is a significant positive correlation between HPW and employees’

H1 b: There is a significant positive correlation between HPW and employees

H1c: There is a significant positive correlation between HPW and employee’s

H2 a: HPW has a positive significant effect on employee’s career

H2 b: HPW has a positive significant effect on employees’ job

H2c: HPW has a positive significant effect on employee’s life satisfaction.

Source: Researchers based on questionnaire

4 Results and Discussion

Figure 2 count of gender

Figure 3 count of Age