Dimension | Variable | Authors |
---|---|---|
Attitudes of the leader, employer or supervisor | Level of HR involvement | Sahoo & Mohanty (2019) [42] |
Transformational leadership ability and performance | Sung & Hu (2021) [24]; Boukamcha (2023) [43]; Mohd et al. (2020) [44]; Meng & Berger [45] | |
Reponsiveness | ||
Satisfaction with communication and relationship with immediate superior | Pološki Vokić et al. (2021) [48]; Kim et al. (2023) [49]; Zamecník & Kozisec (2021) [50] | |
Affective trust toward supervisors | Yue et al. (2023) [51] | |
Empathetic listening / communication | ||
Assertive communication | Neill & Bowen (2021) [52]; Gómez-González & Gallardo-Echenique (2023) [53] | |
Corporate symmetrical communication | Qin & Men (2023) [9]; Men & Sung (2022) [8]; Bowens et al. (2021) [54] | |
Manager oriented to personal factors | Trofimov et al. (2019) [55] | |
Democratic leadership style | Trofimov et al. (2019) [55] | |
Supportive and participative leadership | Almaslukh et al. (2022) [56] | |
Two-way communication between leadership and employees | Vazirnia et al. (2023) [57] | |
Mutual consensus | Kim et al. (2023) [49] | |
Management styles | Curilla et al. (2023) [58] | |
Climate and communication policies | Participative and employee supportive communication | Amadu & Anyarayor (2022) [59] |
Effective internal communication environment and strategies | Qin & Men (2023) [9]; Goula et al. (2022) [46]; Al Naggar (2022) [60]; Stol et al. (2024) [61]; Miao & Zhang (2024) [62]; Atouba (2021) [63] | |
Symmetrical internal communication and openness in communication styles | Lee et al. (2022) [64]; Qin & Men (2023) [9]; Men & Sung (2022) [8]; Amadu & Anyarayor (2022) [59] | |
Transparent internal/organizational communication | Lee et al. (2022) [64]; Kim et al. (2023) [49]; Miao & Zhang (2024) [62] | |
Level of development of communication | Trofimov et al. (2019) [55] | |
Internal attention to conflicts | Bowens et al. (2021) [54] | |
Complete information | Almaslukh et al. (2022) [56] | |
Recruitment communication and selection process | Gara & La Porte (2020) [65] | |
Positive perceptions of internal communication and satisfaction | Tkalac Verčič & Men (2023) [66]; Santoso et al. (2023) [67]; Mangkang & Chutima (2022) [68]; Nemteanu et al. (2022) [69]; Lee et al. (2022) [64]; Boukamcha (2023) [43]; Mohd et al. (2020) [44]; Duarte & Silva (2023) [70]; Nguyen & Ha (2023) [71]; Curilla et al. (2023) [58]; Tankovic et al. (2022) [72]; Djordjevic et al. (2021) [73] | |
Assertiveness among workers | Curilla et al. (2023) [58] | |
Feedback and recognition | Personal feedback satisfaction | Gómez-González & Gallardo-Echenique (2023) [53]; Pološki Vokić et al. (2021) [48]; Zamecník & Kozisec (2021) [50]; Neill & Bowen (2021) [52] |
Transparent evaluation | Goula et al. (2022) [46] | |
Reward and incentive systems | Nemteanu et al. (2022) [69]; Bowens et al. (2021) [54]; Mohd et al. (2020) [44]; Goula et al. (2022) [46]; Boukamcha (2023) [43] | |
Perceived organizational support | Mangkang & Chutima (2022) [68]; Bowens et al. (2021) [54]; Duarte & Silva (2023) [70]; Meng & Berger (2022) [45] | |
Propper remuneration perception | Curilla et al. (2023) [58] | |
Organizational environment and structures | Organizational structure | Sopow (2020) [74] |
Job and organizational climate | ||
Work harmony | Mangkang & Chutima (2022) [68] | |
Knowledge | Nemteanu et al. (2022) [69] | |
Structural empowerment | Boukamcha (2023) [43] | |
Workload | Bowens et al. (2021) [54] | |
Satisfaction with roles | Bowens et al. (2021) [54]. | |
Internal crisis communication practices | Al Katheeri et al. (2024) [76] | |
Training and development | ||
Institutional environmental building | Meng & Berger (2022) [45] | |
Pay scale | Kim et al. (2023) [49] | |
Peer and informal communication | Satisfaction with horizontal communication | Pološki Vokić et al. (2021) [48] |
Satisfaction with informal communication | Pološki Vokić et al. (2021) [48] | |
Informal communication behavior | Koch & Denner (2022) [77] | |
Supportive peer communication | Qin & Men (2023) [9] | |
Relations with colleagues | Trofimov et al. (2019) [55] | |
Increase social interactions | Vazirnia et al. (2023) [57] | |
Employees’ regular interactions | Prabakaran & Patrick (2023) [78] | |
Interpersonal relationships | Curilla et al. (2023) [58] | |
Organizational culture and business perspective | Digital transformation | Wuersch et al. (2023) [79] |
Brand-centered training | ||
Brand ideology | Sung & Hu (2021) [24] | |
Innovation | ||
Intrapreneurship | Ravina-Ripoll et al. (2023) [75] | |
Employability culture | LaGree et al. (2023) [80] | |
Leadership empowerment | ||
Organizational/Corporate culture | LaGree et al. (2023) [80]; Sopow (2020) [74]; Trofimov et al. (2019) [55]; Meng & Berger (2022) [45] | |
Organizational performance | Kazakov et al. (2020) [81] | |
Intrinsic shared values / positive cultural values | Mangkang & Chutima (2022) [68]; Miao & Zhang (2024) [62]; Curilla et al. (2023) [58] | |
Organizational philosophy | Mangkang & Chutima (2022) [68] | |
Internalized mission statement | Miao & Zhang (2024) [62] | |
Training and development | ||
Selection and appointment | ||
Sense of community | ||
Employee-organization relationship | Job satisfaction | Al Samman & Mohammed (2020) [82]; Sahoo & Mohanty (2019) [42]; Duarte & Silva (2023) [70]; Karaferis et al. (2022) [83]; Nguyen & Ha (2023) [71]; Kim et al. (2023) [49]; Atouba (2021) [63] |
Affective commitment | Al Samman & Mohammed (2020) [82]; Kurniawati & Raharja (2023) [84] | |
Reliability | Goula et al. (2022) [46] | |
Assurance | Goula et al. (2022) [46] | |
Responsiveness | ||
Empathy | Goula et al. (2022) [46] | |
Participation in decision-making | Al Naggar (2022) [60] | |
Continual education | Al Naggar (2022) [60] | |
Perceived job fit | Kurniawati & Raharja (2023) [84] | |
Perceived organization fit | Thai et al. (2023) [85]; Boukamcha (2023) [43]; Kim et al. (2023) [49] | |
Satisfaction with organizational perspective | Gómez-González & Gallardo-Echenique (2023) [53] | |
Organizational integration | Gómez-González & Gallardo-Echenique (2023) [53] | |
Employees’ understanding the meaning of their work | LaGree et al. (2023) [80] | |
Employee-organization behaviors | Thai et al. (2023) [85] | |
Employee-organization relationship quality | Lee et al. (2022) [64]; Men & Sung (2022) [8]; Duarte & Silva (2023) [70] | |
Workplace engagement | Sopow (2020) [74]; Nguyen & Ha (2023) [71]; Sung & Hu (2021) [24] | |
Perceived organizational support | Mangkang & Chutima (2022) [68]; Bowens et al. (2021) [54]; Duarte & Silva (2023) [70]; Meng & Berger (2022) [45] | |
Skills capitalization | Nemteanu et al. (2022) [69] | |
Employee job engagement | Lee et al. (2022) [64]; Nguyen & Ha (2023) [71]; Meng & Berger (2022) [45] | |
Organizational engagement | Sopow (2020) [74]; Nguyen & Ha (2023) [71]; Yue et al. (2023) | |
Positive psychological capital | ||
Communication media and platforms | Satisfaction with the quality of communication media | Pološki Vokić et al. (2021) [48] |
Employee attitudes | Teamwork | Al Naggar (2022) [60] |
Innovation | ||
Collaboration / Cooperation | Stol et al. (2024) [61] | |
Ability | Eshet (2023) [86] | |
Integrity | Eshet (2023) [86] | |
Benevolence | Eshet (2023) [86] | |
Commitment | Kurniawati & Raharja (2023) [84] | |
Motivation | Kurniawati & Raharja (2023) [84]; Sahoo & Mohanty (2019) [42]; Zamecník & Kozisec (2021) [50] | |
Personality | Kurniawati & Raharja (2023) [84] | |
Job embeddedness | Akkaya et al. (2022) [47] | |
Adaptative skills | LaGree et al. (2023) [80] | |
Emotional wellness | Sopow (2020) [74] | |
Perceived autonomy | Prabakaran & Patrick (2023) [78] | |
Intrinsic rewards | Mohd et al. (2020) [44] |