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The purpose of this paper is to develop a measurement framework to evaluate the lean readiness level (LRL) and lean systems (LS) within Kuwaiti small and medium‐sized manufacturing industries (K‐SMMIs). A measurement framework which encompasses the quality practices related to LS (processes; planning and control; human resources; top management and leadership; customer relations; and supplier relations) is used to assess the quality practices in K‐SMMIs and determine whether they have the foundation to implement LS.

The authors conducted a comprehensive literature review, semi‐structured interviews with 27 senior managers, and a quantitative survey administered to 50 K‐SMMIs. The responses were entered into SPSS software to conduct a reliability test and independent sample t‐test.

The results indicate that current quality practices within K‐SMMIs are not very supportive towards LS. Many factors are revealed to affect K‐SMMIs with respect to LS, including language barriers, and deficiencies in aspects including quality workers in terms of education and skills; technology; government attention; know‐how regarding LS; market competitiveness; and urgency for adopting LS.

Very limited information is available on LS and QI in Kuwait. The LRL framework should be tested in small and medium‐sized manufacturing industries (SMMIs) that successfully use LS, in order to provide a benchmark. The study's findings can be used as an internal checklist prior to and during lean implementation.

This LS and LRL measurement framework relating to K‐SMMIs represents a unique effort in the area of lean management.

The purpose of this paper is to present the Lean “Leadership People Process Outcome” (LPPO) implementation model.

The model is developed from existing models through literature review and its success from use in lean implementation is reported in case studies.

The LPPO model is a Lean implementation model that is flexible and easily adaptable. It is system based, people driven, customer centred, with measurable outcome and a drive for continuous improvement.

This work is based on existing literature and case studies.

The paper would be of interest to Lean practitioners as the model developed is system generic and easily adaptable.

The LPPO model presented in this paper has been newly developed and the successful application is seen in the case studies.

The aim of the study was to compare the explanatory power of the dissatisfaction-based account of aged care employee turnover against that of Lee and Mitchell’s (1994) unfolding theory of turnover.

Mixed method prospective cohort study with three waves of employee survey data and an exit interview drawn from employees of a large Australian not-for-profit aged care provider. Independent t tests and mediated logistic regression analyses were conducted. Final sample: nStayers at Wave 3 = 138; nLeavers by Wave 3 = 42).

The classic dissatisfaction-based theory accounts for 19% of actual leavers. The five unfolding theory exit pathways accounted for 73.8% of all leavers. Stayers had the same dissatisfaction as leavers. Shock-based turnover (40.5% of all leavers) was more common than dissatisfaction-based turnover (33.5%). An additional 11.9% of leavers resigned to retire from paid work.

Dissatisfaction-based theory provided a relatively weak explanation of aged care turnover in this organisation. The unfolding theory provided a better and more nuanced account of employee leaving.

Unfolding theory exit interviews will assist aged care employers to better identify organizationally specific exit patterns and assist in finding appropriate organizational solutions to employee turnover.

This paper provides the first direct comparison of two explanations of aged care employee turnover and provides guidance to better retention at a time of labour shortage.

The purpose of this paper is to delve into the intricate link between job satisfaction and employees’ turnover intentions. To accomplish this, a detailed structural model was constructed, incorporating five essential constructs: job satisfaction, turnover intention, satisfaction with financial factors, satisfaction with non-financial factors and external factors.

The research used a questionnaire with 28 items based on established tools, focusing on five different constructs. The model’s validation involved applying structural equation modelling to 147 non-managerial employees in microfinance institutions.

The findings reveal a significant negative correlation between job satisfaction and turnover intention. Satisfaction with financial factors significantly outweighs satisfaction with non-financial factors in shaping job satisfaction. In addition, the impact of external factors on turnover intention was observed to be minimal and inconsequential.

This review highlights the importance of investigating the moderating factors in the job satisfaction–turnover relationship, distinguishing between types of satisfaction and conducting longitudinal studies across diverse contexts. It notably presents a diverse range of recent findings in this field, emphasising the breadth of the results that have emerged in this area of research.

Understanding job satisfaction and turnover intention is crucial for microfinance institutions. By prioritising efforts to enhance job satisfaction through improved financial offerings and non-financial factors like a supportive work environment and opportunities for growth, organisations can effectively mitigate turnover rates and foster success.

The study underscores the societal value of supportive work environments beyond just benefits and career opportunities. By understanding the external influences on employee satisfaction, organisations can contribute to building more decent workplaces and promote social well-being, while advocating for social considerations in organisational practices.

This paper uses a novel integrated model comprising five distinct constructs not previously used together. It stands among the pioneering works that not only elucidate the correlation between job satisfaction and turnover intention but also delineate the constituents of job satisfaction itself.