Socialization tactics and youth worker adjustment: the mediating roles of fit perceptions

2018 ◽  
Vol 23 (4) ◽  
pp. 360-381 ◽  
Author(s):  
Seok-young Oh
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Ordinary Least Squares ◽  
Youth Workers ◽  
Perceived Fit ◽  
Intent To Quit ◽  
Socialization Process ◽  
Content Type ◽  
New Employees ◽  
Study Circle

Purpose The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of fit perceptions – person–organization (P–O) fit, person–job (P–J) fit and person–group (P–G) fit – mediate the relationship between socialization tactics and positive socialization outcomes: organizational commitment, job satisfaction and intent to quit. Design/methodology/approach Responses from participants – 207 Korean youth workers – were subjected to ordinary least squares path analyses with bootstrapping to test the hypotheses. Findings First, this study found that socialization tactics promote youth workers’ perceived fit with organization, job, and people. Then, the mediation model showed that content socialization tactics do not influence dependent variables (socialization outcomes) through mediators (fits), while context tactics influence through perceived P–O fit and P–G fit for organizational commitment only, and social tactics through perceived P–O, P–J and P–G fit for organizational commitment, job satisfaction and intent to quit. Research limitations/implications The results of this study suggest that institutionalized social tactics can serve as a key socialization method for new employees. In addition, youth organizations need to implement jointly formal and collective training programs with follow-up social workplace learning (e.g. mentoring and study circle) to help newcomers share the values of the organization and integrate well into it. Originality/value This study contributes for understanding the socialization process of new employees working in educational and social work fields and role of fit perception between socialization tactics and their career successes.

The effect of actual workplace learning on job satisfaction and organizational commitment

2019 ◽  
Vol 31 (8) ◽  
pp. 481-497 ◽  
Author(s):  
Geunpil Ryu ◽  
Seong-Gin Moon
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resource Development ◽  
Workplace Learning ◽  
Learning Experience ◽  
Work Attitudes ◽  
Moderating Effect ◽  
Data Set ◽  
Content Type ◽  
Learning Programs

Purpose This study aims to examine the effect of workplace learning experience and intrinsic learning motive on job satisfaction and organizational commitment. In addition, the study examined the moderating effect of intrinsic learning motives on the relationship between learning experience and job satisfaction and organizational commitment. Design/methodology/approach The current research used the Human Capital Corporate Panel survey data set, which aimed to explore how human resource development practices influence corporate performance. In all, 10,003 samples from 441 companies were used for data analysis. Findings Results indicate that taking part in workplace learning programs positively affects job satisfaction and organizational commitment. Likewise, intrinsic learning motives are also positively related to work attitudes. However, no interaction effect between the intrinsic learning motive and the learning experience was found, which may imply that an autonomous extrinsic learning motive is a better predictor for explaining job satisfaction than is a purely intrinsic learning motive within an organizational context. Originality/value Little research has examined the actual effect of workplace learning programs on employees’ attitudes regarding job satisfaction and organizational commitment. Furthermore, to the authors’ knowledge, no research has examined the moderating effect of intrinsic learning motive with workplace learning experience on employees’ positive work attitudes.

scholarly journals Job satisfaction and work–family policies through work-family enrichment

2018 ◽  
Vol 33 (4/5) ◽  
pp. 386-402 ◽  
Author(s):  
Angel Martinez-Sanchez ◽  
Manuela Perez-Perez ◽  
Maria-Jose Vela-Jimenez ◽  
Silvia Abella-Garces
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work And Family ◽  
Management Tool ◽  
Family Policies ◽  
Content Type ◽  
Different Dimensions ◽  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeThe purpose of this paper is to analyze the effect of a bundle of work–family policies on employee’s job satisfaction and (affective) organizational commitment, by using work–family enrichment and conflict as explanatory.Design/methodology/approachEmpirical study is conducted with a sample of 322 employees from 30 Spanish firms that have been granted with the “Flexible Firm Award” or have been certified as “Family Responsible Firms.” Structural equation modeling is used to test hypotheses.FindingsThe results show that the higher the use of work–family policies the more positive effects on work–family enrichment and conflict, and that job satisfaction is positively related to (effective) organizational commitment.Research limitations/implicationsThis is a cross-sectional study which may limit the establishment of causal relationships.Practical implicationsWork–family policies may constitute a relevant management tool to balance work and family life by making employees more interested in their jobs, enhancing their well-being and reducing the conflicts between work and family domains. The positive role of work–family enrichment contributes to enhance employees’ job satisfaction and, at the same time, to increase their organizational commitment. Managers should pay attention at how work–family policies are justified because they may influence differently on their outcomes on satisfaction and commitment.Originality/valueThere are two main original contributions of the paper. First, the authors study the joint effect of work–family policies on different dimensions of enrichment and conflict. Second, the authors analyze the relationship between different dimensions of enrichment and conflict on job satisfaction and organizational commitment.

scholarly journals Impact of BYOD on organizational commitment: an empirical investigation

2019 ◽  
Vol 32 (2) ◽  
pp. 246-268 ◽  
Author(s):  
Melina Seedoyal Doargajudhur ◽  
Peter Dell
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Job Autonomy ◽  
Self Assessment ◽  
Content Type ◽  
Perceived Workload

PurposeBring your own device (BYOD) refers to employees utilizing their personal mobile devices to perform work tasks. Drawing on the job demands-resources (JD-R) model and the task-technology fit (TTF) model, the purpose of this paper is to develop a model that explains how BYOD affects employee well-being (through job satisfaction), job performance self-assessment, and organizational commitment through perceived job autonomy, perceived workload and TTF.Design/methodology/approachSurvey data from 400 full-time employees in different industry sectors in Mauritius were used to test a model containing 13 hypotheses using confirmatory factor analysis and structural equation modeling.FindingsThe SEM results support the hypothesized model. Findings indicate that BYOD indirectly affects job satisfaction, job performance and organizational commitment via job demands (perceived workload), job resources (perceived job autonomy) and TTF. Further, job resources influences job demands while TTF predicted job performance. Finally, job satisfaction and job performance self-assessment appear to be significant determinants of organizational commitment.Practical implicationsThe findings are congruent with the JD-R and TTF models, and confirm that BYOD has an impact on job satisfaction, job performance self-assessment and organizational commitment. This could inform organizations’ policies and practices relating to BYOD, leading to improved employee well-being, performance and higher commitment.Originality/valueThe expanded model developed in this study explains how employee well-being, performance and organizational commitment are affected by BYOD, and is one of the first studies to investigate these relationships.

Teacher-principal race and teacher satisfaction over time, region

2017 ◽  
Vol 55 (6) ◽  
pp. 624-639
Author(s):  
Samantha L. Viano ◽  
Seth B. Hunter
Keyword(s):  
Job Satisfaction ◽  
Fixed Effects ◽  
White Teachers ◽  
Ordinary Least Squares ◽  
Teacher Job Satisfaction ◽  
Southern Region ◽  
Content Type ◽  
Black Principals ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to replicate prior findings on teacher-principal race congruence and teacher job satisfaction and extend the literature by investigating trends over time and if the relationship between race congruence and teacher job satisfaction differs by principal race and region. Design/methodology/approach The study sample comes from four waves of cross-sectional data, the nationally representative Schools and Staffing Survey, administered between 2000 and 2012. The analysis is conducted using ordinary least squares and school-year fixed effects with a comprehensive set of covariates. Findings The relationship between race congruence and teacher job satisfaction is attenuating over time and is likely explained by the lower job satisfaction of white teachers who work for black principals. Some evidence indicates teacher-principal race congruence has greater salience in the Southern region of the country. Find evidence that teachers with race-congruent principals report more workplace support than their non-race congruent colleagues. Research limitations/implications Future studies should investigate why racial congruence has more salience in the Southern region of the country and for white teachers who work with black principals. At the same time, results indicate that teacher-principal race congruence might no longer be a determinant of teacher job satisfaction, although further studies should continue investigating this relationship. Originality/value Findings on the changing nature of the relationship between principal-teacher race congruence and teacher job satisfaction over time as well as the differing nature of race congruence in the Southern region of the country are both novel findings in the literature.

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

2019 ◽  
Vol 68 (7) ◽  
pp. 1208-1234 ◽  
Author(s):  
Muhammad Irfani Hendri
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Employee Performance ◽  
Limited Liability ◽  
Partial Least Square ◽  
Limited Liability Company ◽  
Content Type ◽  
West Kalimantan ◽  
The Relationship

Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.

School principals’ systems thinking: antecedents and consequences

2019 ◽  
Vol 57 (2) ◽  
pp. 167-184 ◽  
Author(s):  
Pascale Benoliel ◽  
Haim Shaked ◽  
Nechama Nadav ◽  
Chen Schechter
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Systems Thinking ◽  
Structural Equation ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Leadership Framework ◽  
Antecedents And Consequences

PurposeToday’s educational complexities require principals to adopt a more systemic perspective toward school management. Although research has emphasized the benefits associated with the holistic perspective of systems thinking, research in the educational field has been limited. The purpose of this paper is to investigate the mediating role of principals’ systems thinking (PST) in the relationships between instructional leadership (IL) and subject coordinators’ organizational commitment and job satisfaction.Design/methodology/approachData were collected by surveying a sample of 226 subject coordinators from different elementary schools randomly chosen in Israel. Subject coordinators completed questionnaires on their PST competencies, their principals’ IL, job satisfaction and organizational commitment. Structural equation modeling was used to test the research hypotheses.FindingsThe results confirmed the main hypotheses: PST did facilitate subject coordinators’ organizational commitment and job satisfaction. Findings also showed that PST mediated the relationship between IL and subject coordinators’ organizational commitment and job satisfaction.Originality/valueBy integrating research from both educational and non-educational literature, this study contributes to deepen our understanding regarding the antecedents and consequences of the PST as perceived by their subject coordinators, providing a broader leadership framework on their functions in today’s complex school systems.

A meta-analysis of the variables related to turnover intention among IT personnel

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmet Hakan Özkan
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Effect Size ◽  
Turnover Intention ◽  
Meta Analysis ◽  
It Industry ◽  
Data Set ◽  
Content Type ◽  
It Personnel ◽  
The Relationship

PurposeThis study aims to investigate the relationships between job satisfaction, organizational commitment and turnover intention of information technology (IT) personnel.Design/methodology/approach3,844 studies which are published between 1998 and 2019 are screened on ScienceDirect, Scopus and ProQuest databases. 10,523 subjects formed the first data set regarding the relationship between job satisfaction and turnover intention, 7,903 subjects formed the second data set regarding the relationship between organizational commitment and turnover intention, 843 subjects formed the third data set regarding the relationship between empowerment and turnover intention, and 3,430 subjects formed the fourth data set regarding the relationship between job satisfaction and organizational commitment.FindingsResults showed that the effect size of the relationship between job satisfaction and organizational commitment is the strongest (r = 0.59). The effect size of the relationship between job satisfaction and turnover intention (r = −0.50), and the effect size of the relationship between organizational commitment and turnover intention r = −0.51) were also large. But the effect size of the relationship between empowerment and turnover intention was medium (r = −0.34).Originality/valueThis study is rare, and it can be used by the managers working in the IT industry.

Testing the effects of job satisfaction on organizational commitment

2019 ◽  
Vol 39 (4) ◽  
pp. 525-542
Author(s):  
Barooj Bashir ◽  
Abdul Gani
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Structural Equation ◽  
Equation Modeling ◽  
Percentage Increase ◽  
Content Type ◽  
University Teachers ◽  
The Impact

Purpose As universities are human capital intensive organizations, practices followed by a university for enhancing the satisfaction of its teachers can be of great help in attracting, retaining and managing highly qualified and competent teachers. The purpose of this paper is to empirically examine the impact of job satisfaction (JS) on organizational commitment (OC) of university teachers in India. Design/methodology/approach A total of 396 academicians are surveyed to assess the subjects’ responses to JS and commitment questionnaire. Structural equation modeling (SEM) was used in the process of statistical analysis. Findings The results confirmed a significant impact of JS on OC of university teachers in India. With 1 percent increase in estimates of pay and job security (PJS), organizational support (OS) and job challenge (JC), there would be 21, 36 and 49 percentage increase, respectively, in OC of university teachers. Of all the factors of JS, JC is the most significant contributing factor, followed by OC and PJS that help in motivating and retaining the teachers in higher education institutions in India. Research limitations/implications The sample of the study has been chosen from the higher education sector in Northern India, and so it still needs to be explored whether the findings of this study can be replicated in different geographical areas and organizational settings for further verification and generalization. Practical implications Encouraging greater satisfaction among the faculty members may positively influence work-related behaviors, especially commitment among the teachers. The paper may benefit the decision makers in universities to follow the proactive practices to improve the satisfaction and commitment of teachers as educational performance is of priority on the national agenda. Originality/value The study provides useful insights about a JS-OC relationship model and informs the stakeholders on how to create an enabling environment at the policy and practice level that would help in attracting and retaining teachers in universities in India. It contributes to enriching the JS and OC literature in a sector and a country poorly addressed so far in research.

The impact of customer participation: the employee’s perspective

2015 ◽  
Vol 30 (5) ◽  
pp. 486-497 ◽  
Author(s):  
Chih-Cheng Volvic Chen ◽  
Chih-Jou Chen ◽  
Ming-Ji James Lin
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Stress ◽  
Partial Least Square ◽  
Customer Participation ◽  
Content Type ◽  
Service Firm ◽  
Positive Effects ◽  
Relational Value ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of customer participation in a service delivery process by designing and testing an empirical model with the employees’ point of view in mind. Design/methodology/approach – Using data collected from 166 pairs of customers and service employees in the context of professional financial insurance services, this study uses partial least square path modeling in SmartPLS to analyze the proposed model. Findings – The results of the study show that customer participation produces positive effects on employees’ job satisfaction only if such participation minimizes job stress and meets employees’ relational needs. Job stress and satisfaction were strong predictors for organizational commitment, but the proposed relationship between relational value and organizational commitment was not found. Practical implications – This study suggests that customer participation can be a win-win situation for employees and the service firm. Employees who create relational value with their customers effectively enjoy their jobs more and are more likely to build and maintain long-term relationships with their service firm. Originality/value – The findings highlighted the roles of the customer and the employee and indicated the heuristic value of viewing job satisfaction and organizational commitment as consequences of customer participation. This can enhance the understanding of how encounters should be designed to support employees and improve the co-creation of value.

scholarly journals Psychological empowerment and employee attitudinal outcomes

2019 ◽  
Vol 42 (7) ◽  
pp. 797-817
Author(s):  
Tazeem Ali Shah ◽  
Mohammad Nisar Khattak ◽  
Roxanne Zolin ◽  
Syed Zulfiqar Ali Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
The Impact ◽  
The Relationship

Purpose The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions. Design/methodology/approach To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2. Findings Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention. Research limitations/implications This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality. Practical implications Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention. Originality/value Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

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