The relationship between workplace friendship and perceived job significance

2012 ◽  
Vol 18 (2) ◽  
pp. 247-262 ◽  
Author(s):  
Hsiao-Yen Mao ◽  
An-Tien Hsieh ◽  
Chien-Yu Chen
Keyword(s):  
Employee Motivation ◽  
Job Design ◽  
Employee Productivity ◽  
Work Organizations ◽  
Employee Perception ◽  
Organizational Productivity ◽  
Workplace Friendship ◽  
Organizational Levels ◽  
The Relationship

AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.

The relationship between workplace friendship and perceived job significance

2012 ◽  
Vol 18 (2) ◽  
pp. 247-262 ◽  
Author(s):  
Hsiao-Yen Mao ◽  
An-Tien Hsieh ◽  
Chien-Yu Chen
Keyword(s):  
Employee Motivation ◽  
Job Design ◽  
Employee Productivity ◽  
Work Organizations ◽  
Employee Perception ◽  
Organizational Productivity ◽  
Workplace Friendship ◽  
Organizational Levels ◽  
The Relationship

AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.

scholarly journals IMPACT OF EMPLOYEE MOTIVATION ON PRODUCTIVITY AT MANUFACTURING PRIVATE SECTOR

2020 ◽  
pp. 39-47
Author(s):  
Dr.S.Gomathi ◽  
Mr.Vishnumoorthy
Keyword(s):  
Job Satisfaction ◽  
Private Sector ◽  
Intrinsic Motivation ◽  
Employee Motivation ◽  
Electronics Industry ◽  
Organizational Productivity ◽  
Mediating Role ◽  
The Relationship

The current study is done to explore the relationship between Employee motivation and organizational productivity with the mediating role of job satisfaction. The organizational productivity of Indian organization is decreasing despite adopting various strategies. There was a need to pinpoint the cause of this problem. This study revealed the fact that impact of employee motivation can be a cause of decrease in organization productivity. The result of this research suggests offering extrinsic and intrinsic motivation to the employees. In addition, measures should be taken to increase employees’ job satisfaction as these factors will directly lead to an increase in organizational productivity. KEYWORDS: Employee motivation, job satisfaction, organizational productivity, Electronics industry

Leadership and Employee Motivation: Moderating Role of Gender

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Beena Prakash
Keyword(s):  
Transformational Leadership ◽  
Employee Motivation ◽  
Business Environment ◽  
Demand Pull ◽  
Logistics Services ◽  
And Gender ◽  
The Relationship ◽  
Core Issues ◽  
Moderating Role

With the present business environment which is creating a strong demand pull for quality and efficient logistics services, core issues are being gradually removed with time but HR issues are still neglected. Motivation can be the key process of boosting the morale of employees to encourage them to willingly give their best in accomplishing assigned tasks. During growth of any sector, dimensions of leadership can have great impact on employee motivation. This research paper analyzes impact of transformational leadership on employee motivation and moderating role of gender. The result shows significant positive correlation between transformational leadership and employee motivation and gender does moderate the relationship.

scholarly journals Perceived Compensation Fairness, Job Design, and Employee Motivation: The Mediating Role of Working Environment

2020 ◽  
Vol 14 (2) ◽  
pp. 229-246
Author(s):  
Muhammad Imran Rasheed ◽  
Warda Najeeb Jamad ◽  
Abdul Hameed Pitaf ◽  
Syed Muhammad Javed Iqbal
Keyword(s):  
Employee Motivation ◽  
Job Design ◽  
Working Environment ◽  
Mediating Role

Impact and Role of Motivation Theories in Continuous Improvement Environments

2020 ◽  
Vol 11 (1) ◽  
pp. 1-13
Author(s):  
Brian J. Galli
Keyword(s):  
Continuous Improvement ◽  
Working Conditions ◽  
Job Design ◽  
Internal Communication ◽  
Future Studies ◽  
The World ◽  
Multiple Variables ◽  
Quality And Reliability ◽  
The Relationship

A large number of the well-performing organizations in the world are believed to have better environments that produce highly motivated employees to attain their goals. As noted in the various literatures reviewed in this study, improved working conditions in companies, such as Dell Technologies and Apple Inc., are responsible for the overall organizational success within the highly contested market. When employees are motivated, they also work towards improving the conditions within the workplaces, so the relationship between the two is mutual. In addition, pay satisfaction, job design, and internal communication of an organization contributes to its workforce motivation, which results in improved productivity for the entire organization. On the other hand, highly motivated employees encourage organizational managers to offer better payment to their organizations, to attain satisfactory job design, and to improve internal communication. Even though this study utilized few articles in the literature review, its findings significantly contribute to the modern literature. However, future studies should consider using more materials and multiple variables to improve the quality and reliability of the outcomes.

scholarly journals THE EFFECT OF PLACEMENT AND WORK CLIMATE ON EMPLOYEE WORK PRODUCTIVITY IN NATIONAL EDUCATION AUTHORITIES EAST OKU DISTRICT

2019 ◽  
Vol 3 (2) ◽  
pp. 121-123
Author(s):  
Helisia Margahana
Keyword(s):  
Regression Analysis ◽  
Organizational Climate ◽  
Work Productivity ◽  
Educational Background ◽  
Work Climate ◽  
Employee Productivity ◽  
Work Organizations ◽  
Dominant Effect ◽  
National Education

His study aims to analyze partially and jointly the effect of placement, work climate on employee productivity and to analyze the most dominant variables in influencing the work productivity of employees at the East OKU District National Education Office, the results of regression analysis and the correlation between job placement and work climate. employees show a regression model. The results showed that joint placement (X1) and work climate (X2) had a significant effect on work productivity (Y), but had a more dominant effect on the work climate, namely Y = 5.309 + 0.683X1 + 0.292X2 + e with a coefficient of 0.911 at 95% confidence level, found that placement and climate can simultaneously predict employee productivity. For the East OKU Regency National Education Office, in building employee work organizations, organizations that play an important role, employees who need a conducive and comfortable climate. Organizational climate can be measured by the sense of responsibility that everyone has, as well as how work standards and job expectations are generated. Employees need rewards for recognition of their work. Efforts to increase employee productivity, leaders must place employees according to their educational background with their field of work, increase employee productivity, listen to employee suggestions and opinions, provide motivation, are reliable and involve the role of employees so that employees can show better performance.

scholarly journals THE EFFECT OF PLACEMENT AND WORK CLIMATE ON EMPLOYEE WORK PRODUCTIVITY IN NATIONAL EDUCATION AUTHORITIES EAST OKU DISTRICT

2019 ◽  
Vol 3 (2) ◽  
pp. 121-123
Author(s):  
Helisia Margahana
Keyword(s):  
Regression Analysis ◽  
Organizational Climate ◽  
Work Productivity ◽  
Educational Background ◽  
Work Climate ◽  
Employee Productivity ◽  
Work Organizations ◽  
Dominant Effect ◽  
National Education

His study aims to analyze partially and jointly the effect of placement, work climate on employee productivity and to analyze the most dominant variables in influencing the work productivity of employees at the East OKU District National Education Office, the results of regression analysis and the correlation between job placement and work climate. employees show a regression model. The results showed that joint placement (X1) and work climate (X2) had a significant effect on work productivity (Y), but had a more dominant effect on the work climate, namely Y = 5.309 + 0.683X1 + 0.292X2 + e with a coefficient of 0.911 at 95% confidence level, found that placement and climate can simultaneously predict employee productivity. For the East OKU Regency National Education Office, in building employee work organizations, organizations that play an important role, employees who need a conducive and comfortable climate. Organizational climate can be measured by the sense of responsibility that everyone has, as well as how work standards and job expectations are generated. Employees need rewards for recognition of their work. Efforts to increase employee productivity, leaders must place employees according to their educational background with their field of work, increase employee productivity, listen to employee suggestions and opinions, provide motivation, are reliable and involve the role of employees so that employees can show better performance.

scholarly journals Employees’ Perception of Corporate Social Responsibility Impact on Employee Outcomes: Mediating Role of Organizational Justice for Small and Medium Enterprises (SMEs)

2018 ◽  
Vol 10 (7) ◽  
pp. 2429 ◽  
Author(s):  
Muddassar Sarfraz ◽  
Wang Qun ◽  
Muhammad Abdullah ◽  
Adnan Alvi
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Organizational Justice ◽  
Employee Perception ◽  
Employee Outcomes ◽  
Business World ◽  
Mediating Role ◽  
Corporate Social ◽  
The Relationship

Corporate social responsibility is emerging topic in the modern business world. Employees are vital assets for any organization. Corporate Social Responsibility practices have a significant influence on employee’s performance. The study aimed to investigate the relationship between employee perception of corporate social responsibility (CSR) and employee’s outcome in Pakistan for SMEs. Additionally, it examined the relationship of Employee’ Perception of CSR as an independent variable. Further, this study considers mediating role of organizational justice between employee’s perception of CSR and employee’ outcomes. The quantitative method was used to collect data from 300 SME’s. Hypotheses were tested by using statistical software (SPSS). Correlation analysis shows the significant relationship between variables, i.e., employee’s perception of CSR and employee outcomes. Moreover, regression analysis was performed for mediation analysis. The results show that organizational justice partially mediated between employee’s perception of corporate social responsibility and employee’s outcomes. Practical implications were discussed, and future research directions were recommended.

scholarly journals Unveiling the relationship between e-HRM, impersonal trust and employee productivity

2019 ◽  
Vol 42 (7) ◽  
pp. 879-899 ◽  
Author(s):  
Naveed Iqbal ◽  
Mansoor Ahmad ◽  
Matthew M.C. Allen
Keyword(s):  
Social Exchange ◽  
Large Scale ◽  
Social Exchange Theory ◽  
Positive Impact ◽  
Employee Productivity ◽  
Holistic View ◽  
Content Type ◽  
Organisational Trust ◽  
The Relationship

Purpose This study draws upon social exchange theory to explore the role of impersonal trust as an intermediate value-creating factor between electronic human resource management (e-HRM) and productivity. The purpose of this paper is to seek the antecedents and consequences of impersonal trust within organisations to provide a holistic view of e-HRM and employee productivity. This is the first study to examine how impersonal trust mediates the relationship between e-HRM and employee productivity. Design/methodology/approach The data were collected through a large-scale survey of 700 line managers in Pakistani banks. The data were analysed using structure equation modelling. Findings The empirical results validate all of the study’s hypotheses, including the role of impersonal trust, which partially mediates the relationship between e-HRM and employee productivity. The results provide empirical evidence that technology-enabled HRM supports organisations by enhancing organisational trust and productivity outcomes. Originality/value Such findings contribute to the HRM literature: e-HRM and organisational trust are key predictors for improving employee productivity. The existing literature suggests that e-HRM has a positive impact on employees’ trust in the HRM department. The results provide valuable insights for HR practitioners allowing them to enhance employee productivity by using e-HRM to improve employees’ trust in the organisation.

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