## 4 Discussion  
The results of this study indicate noticeable shifts in topic salience within employee reviews, particularly around the onset of the COVID-19 pandemic. While the observed trends highlight changes in how employees discuss various aspects of their work experience, they do not conclusively demonstrate the direct effects on job satisfaction. Instead, they may suggest evolving priorities, potentially influenced by global shifts toward remote or hybrid work, digital transformation, and increased recognition of the importance of healthy work environments. Firstly, the ascending trends observed in work-life balance (Topic 18), work systems (Topic 19), organizational culture (Topic 20), employee benefits (Topic 21), and workplace environment (Topic 22) could suggest that extrinsic factors gained prominence during the pandemic period. Although it remains uncertain whether these increases translate into enhanced job satisfaction, they may signal heightened awareness or discourse around flexible work arrangements and supportive work conditions. This pattern aligns with [42] reported that \"work environment\" and \"work-life\" categories were prevalent among large-scale review data, indicating that compensation is not necessarily the sole determinant of employee decisions. Similarly, according to the \"Connecting with the Workforce\" report by Kantar, a data consulting firm, a majority of remote or hybrid workers expressed satisfaction with their arrangements due to improved work-life balance and reduced commuting burdens [43]. However, further empirical analysis (e.g., turnover rates or direct measures of satisfaction) would help verify whether employees genuinely perceive these factors as more influential than before. Secondly, the declining attention to annual salary (Topic 3), task characteristics (Topic 4), supervisors (Topic 5), commuting and overtime (Topic 10), and work-related stress (Topic 11) may reflect a reduced focus on traditional drivers of job satisfaction and managerial oversight. It is possible that employees' immediate concerns shifted toward flexibility, remote collaboration, and psychological well-being, especially amid the uncertaintiesof the pandemic. The authors of [44] noted that \"working conditions\", opportunities for personal autonomy, and collegial harmony emerged as leading factors affecting employee attitudes during COVID-19. Nevertheless, the observed decrease in these topics does not confirm that pay or managerial factors have lost their effectiveness entirely; rather, employees might be balancing these aspects against newly emerging priorities. Thirdly, the emphasis on organizational culture (Topic 20) might indicate the growing relevance of cultural alignment and internal communication in remote or hybrid contexts. One study [45] similarly underscored the significance of organizational culture for remote work satisfaction, including transparent communication and shared values. While a rise in culture-related discourse could hint at employees' increased attention to cultural aspects, additional investigation--such as correlation with employee engagement metrics--would be required to conclude that these topics directly improve satisfaction. Fourthly, the upward trend in software development (Topic 23) may suggest that development tasks, technical capabilities, and knowledge have taken on greater importance within the ICT sector. As digital transformation accelerates, it appears that discourse around development processes, tools, and professional skill sets has increased. Although these patterns do not necessarily prove that software development aspects directly boost job satisfaction, they indicate that organizations and employees themselves could be placing greater emphasis on technical expertise and innovation in response to rapidly changing market and workplace conditions. The findings of this study, derived from an analysis of job satisfaction factors within ICT companies, may not be generalizable across all industries.