Optimizing job satisfaction: a configurational framework for integrating HRD, HR, and employee attributes

Abstract

Purpose

Addressing a significant gap in current understanding, this study explores how workforce development, workplace practices, and employee characteristics interact to influence job satisfaction. We introduce a configurational framework to bolster talent development and enhance job satisfaction in organizations.

Design/methodology/approach

Through conceptual analysis, we identify and propose strategic talent management configurations that include two-way and three-way interactions between HRD initiatives, HR practices, and employee attributes. We demonstrate the potential efficacy of these tailored configurations with real-world examples, such as aligning developmental support with employee learning styles and job design.

Findings

A configurational model is proposed that offers a practical framework for leveraging the interplay between HRD initiatives (e.g., training and mentoring), HR practices (e.g., compensation and performance management), and employee attributes (e.g., personality and cognition) to create a tailored, supportive, and engaging work environment.

Originality/value

The findings provide a novel and actionable framework for workforce development. This configurational model emphasizes the strategic alignment of HRD initiatives, HR practices, and employee attributes, equipping practitioners with a valuable tool to enhance talent management, optimize job satisfaction, improve resource allocation, and ultimately boost organizational performance.

Citation

Shen, S. and Mullens, D. (2024), "Optimizing job satisfaction: a configurational framework for integrating HRD, HR, and employee attributes", Development and Learning in Organizations, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/DLO-04-2024-0112