write a thesis statement for this literature review;

Paper 1

The study "One Size Does Not Fit All: Organizational Rewards, Managerial Experience, and Employee Retention in Entrepreneurial New Ventures" integrates human capital theory and research on organizational rewards to examine how one financial reward (i.e., pay level relative to the market average) and three non-financial rewards (i.e., job autonomy, growth opportunities, and team support) jointly influence employee retention in entrepreneurial new ventures. Massingham and Tam (2015) found that employees with different levels of human capital may place different value on their experiences and expect to be rewarded differently. Chiang and Birtch (2011) also suggested that financial rewards are more suitable and work to motivate Asian employees compared with Scandinavian employees who prefer non-financial rewards. Chandler and Hanks (1994) also posited that the survival, performance, and success of entrepreneurial new ventures partly depend on managerial competence (e.g., organizing and coordinating resources, making decisions, and supervising, leading, and influencing people), which is accumulated through experience, and which can be possessed by managers and non-managerial employees in addition to entrepreneurs or founding team members (Roach & Sauermann, 2015). Companies use the rewards system to influence employees' behavior linked to employee motivation to support an organization's objective. The rewards system relates expectations and terms of exchange. The study demonstrated that relative pay level strengthens the positive effect of specific non-financial rewards on employee retention and that employees with managerial experience and those without this experience can be retained using different reward strategies.

Paper 2

The study titled "Does Meaningful Work Mediate the Relationship between Empowering Leadership and Mental Health?" investigates how empowering leadership impacts employees' mental health, particularly in the role of meaningful work. According to research by Martin et al. (2009), 25% of SME managers/owners had a clear policy on mental health, yet they felt that depression was a topic appropriate for discussion in the workplace. Lindstrom (2004) also posited that SMEs needed special attention because their knowledge, competence and financial resources to carry out interventions are limited. Stress management, mental health literacy, and employee support programs are examples of strategies often used by the leadership of the corporate sector but are challenging to execute and rarely used by SME owners or managers (De Angelis et al., 2020). The study concluded that by reducing workplace stress and anxiety, employees' psychological empowerment and ability can be enhanced to manage their emotions effectively, especially during times of success.

Paper 3

This study titled "Organizational Culture and Leadership Behaviors: Is Manager's Psychological Health the Missing Piece?" examine the complex process by which organizational culture influences managers' psychological health, which acts as a resource favoring the adoption of good leadership behaviors that are known to beconstructive and have positive effects on the employee. Sala-Vallina et al. (2021) posited that in a highly complex and changing environment, organizations must keep their employees healthy and high-performing. Dussault and St. Jacques (2019) affirmed that managers are an important retention factor in every organization. Given that the resources necessary to favor managers' health and well-being are rooted in an organizational context particular to each organization, it appears essential to examine more specifically this context favoring these resources (Chadwick etal., 2015). The study concluded that cultivating a group organizational culture can enhance the psychological well-being of managers, alleviate psychological distress symptoms, and encourage sound leadership practices.