The link between perceptions of fairness, job training opportunity and at-will employees’ work attitudes

2019 ◽  
Vol 43 (3/4) ◽  
pp. 375-397 ◽  
Author(s):  
Hyunkang Hur ◽  
Hyesong Ha
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Work Attitudes ◽  
Organizational Practices ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
The Relationship ◽  
At Will

Purpose This study aims to investigate the relationship between three organizational practices (distributive justice, procedural justice and potential growth opportunity) and at-will employees’ work attitudes (job satisfaction and affective organizational commitment). Design/methodology/approach The data for the analysis are derived from the 2000 GeorgiaGain Survey. Multinomial logit model is used to examine the relationship of three organizational practices to reduce job insecurity and to promote at-will employees’ work attitudes. Findings This study demonstrated that at-will employees responded positively with job satisfaction or affective organizational commitment if they perceived a strong perception of organizational practices fairly and properly, in the form of providing distributive justice (affective organizational commitment), procedural justice (job satisfaction and affective organizational commitment) and offering career development opportunity (affective organizational commitment). Originality/value By using a unique data set of US public employees who felt limited job security protection through at-will employment policy reform, this study has enhanced our understanding of how at-will employee group in US state government would respond to different organizational practices which is currently limited.

Inspiring workplace happiness: religiosity and organizational trust in the academic context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Walid Chaouali
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Trust ◽  
Empirical Studies ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Academic Context ◽  
Workplace Happiness ◽  
The Relationship ◽  
Positive Effect

PurposeThis paper focuses on academics in public universities in Egypt. It explores the effect of perceptions of the rector's religiosity and trust on workplace happiness among academics.Design/methodology/approachA total of 600 academics are contacted. After two follow-ups, a total of 540 responses are collected, of which 525 are valid. This study uses SmartPLS 3 to test the hypotheses.FindingsThis paper finds that academics' perceptions of their rector's religiosity have a positive effect on engagement, job satisfaction and affective organizational commitment. Moreover, academics' perceptions of their rector's religiosity positively affect their perceptions of their rector's ability, benevolence and honesty. Furthermore, academics' trust in their rector has a positive effect on their engagement, job satisfaction and affective organizational commitment.Originality/valueThis paper contributes by filling a gap in management and organization literature, in which empirical studies of the relationship between religiosity, organizational trust and workplace happiness are limited or scarce.

Supervisor monitoring and subordinate work attitudes: a need satisfaction and supervisory support perspective

2020 ◽  
Vol 41 (8) ◽  
pp. 1089-1105
Author(s):  
Madhurima Mishra ◽  
Koustab Ghosh
Keyword(s):  
Job Satisfaction ◽  
Work Attitudes ◽  
Need Satisfaction ◽  
Supervisory Support ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Psychological Need ◽  
Perceived Supervisory Support ◽  
The Relationship ◽  
Psychological Need Satisfaction

PurposeDrawing on self-determination theory and organizational support theory, the present study explored how two styles of supervisor monitoring, namely, interactional and observational, differently impact job satisfaction and affective organizational commitment of subordinates. In addition, the mediating roles of psychological need satisfaction from the supervisor and perceived supervisory support were also investigated.Design/methodology/approachResponses were collected from 183 full-time employees through a web-based survey, and data were analyzed using partial least squares structural equation modeling (PLS-SEM).FindingsResults indicate that interactional monitoring positively influences psychological need satisfaction from the supervisor and perceived supervisory support, while observational monitoring negatively influences psychological need satisfaction from the supervisor and perceived supervisory support. Psychological need satisfaction from the supervisor fully mediates the relationship between interactional monitoring and affective organizational commitment, while perceptions of supervisory support partially mediate the relationship between the two monitoring styles and job satisfaction.Research limitations/implicationsThe findings of the study need to be interpreted with caution as causality could not be inferred due to the cross-sectional nature of the study.Practical implicationsSupervisors are advised to adopt an interactional style of monitoring, as it favorably influences the work attitudes of subordinates.Originality/valueThe present study is one of the few works that have examined the differential impact of supervisor monitoring styles on subordinates' work outcomes.

Does the relationship between person–organization fit and work attitudes differ for blue-collar and white-collar employees?

2017 ◽  
Vol 40 (10) ◽  
pp. 1081-1099 ◽  
Author(s):  
Mehlika Saraç ◽  
Bilçin Meydan ◽  
Ismail Efil
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
White Collar ◽  
Intention To Leave ◽  
Work Attitudes ◽  
Blue Collar ◽  
Equation Modeling ◽  
Content Type ◽  
Person Organization Fit ◽  
The Relationship

Purpose Most employee attitudes and behaviors are determined by both personal and situational characteristics. Studies on person–organization fit (POF), which is defined as the congruence between individual and organizational values, also support this assumption. Employees who perceive high POF have high positive work attitudes and low intention to leave. However, this study assumes that the relationship between perceived POF and work attitudes may be different with respect to employees’ status and aims to investigate how perceived POF may differ in consequences among blue-collar and white-collar employees. Design/methodology/approach Multiple group analysis of structural equation modeling (SEM) was conducted to test the moderation effect of employee status on the relationship between perceived POF and work attitudes. Findings Results indicated that the relationship between perceived POF and organizational commitment, job satisfaction, organizational identification and intention to leave differ with respect to individual’s status (blue-collar–white collar). As the status of the individuals increases, the relationship between POF and work attitudes (organizational commitment, job satisfaction and organization identification) becomes weaker. Originality/value Rather than just focusing results of POF, this study focuses on moderating variables that differentiate the relationship between POF and outcomes by considering individual differences caused by different motivation and abilities.

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.

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.

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.

scholarly journals The Relationship of Distributive Justice and Procedural Justice on Organizational Commitment: An Empirical Testing

2017 ◽  
Vol 31 (1-2) ◽  
pp. 121-128
Author(s):  
Binod Ghimire
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Human Resource Development ◽  
Work Factors ◽  
Relationship Of ◽  
Managerial Employees ◽  
The Impact ◽  
The Relationship

This paper investigates the relationship between organizational justice and organizational commitment among the employees of different organizations from Kathmandu Valley. This research study analyzes the impact of organizational justice as encompassed by two components, namely distributive justice and procedural justice on employee’s commitment. This study is descriptive and analytical. The sample consists of managerial and non-managerial employees who have volunteered to participate in the study. This study reveals a positive and significant relationship showing that the foundation of an employee’s commitment is within the application of both distributive and procedural justice, with procedural justice having stronger effect. The findings in this study would offer insight to the managers and business organization in Nepal to formulate strategies that involve in work factors such as distributive and procedural justice for the improvement of the human resource development.

The relationship between organizational justice and job satisfaction

2016 ◽  
Vol 7 (2) ◽  
pp. 115-128 ◽  
Author(s):  
Yunhong Hao ◽  
Jie Hao ◽  
Xiaochen Wang
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Western Society ◽  
Full Time ◽  
Private Companies ◽  
Content Type ◽  
Justice Perception ◽  
Part Time ◽  
The Relationship

Purpose Focusing on the corporations in China and aiming to figure out the significant connection between organizational justice perception and job satisfaction from Chinese setting, this study aimed to examine the effects of organizational justice upon job satisfaction of the full-time and part-time employees in the state owned enterprise (SOEs) and primate Chinese companies. Design/methodology/approach The study adopted the questionnaire to investigate more than 300 employees, and the empirical data of this paper is based on statistical analysis, such as confirmatory factor analysis, correlational and regression analysis. Findings The paper arrives at the conclusion that in SOEs, the employees’ perception about procedural justice was higher than distributive justice. While in private enterprises, the procedural justice and interactive justice were tested to have similar coefficients. The relationship between organizational justice and job satisfaction differed between full-time employees and part-time employees. Practical implications This study opens a new window for understanding how organizational justice influences employees’ job satisfaction in Chinese context, taking a further step to explore the different impacts of organizational justice on job satisfaction among different types of employees. Originality/value This paper collected data from both SOE and private companies in China, increasing the external validity of the findings. Meanwhile, the authors observed consistent findings with the studies in Western Society, which increase the generalization of our findings as well. The findings highlight the value of integrating literatures on organizational justice and job satisfaction.

Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes

2019 ◽  
pp. 1-31 ◽  
Author(s):  
Hyunkang Hur
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Security Policy ◽  
Meta Analysis ◽  
Work Attitudes ◽  
Job Security ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
The Relationship

AbstractThis article synthesizes public and private sector accumulated research regarding the relationship between job security and employee work attitudes (i.e., job satisfaction and organizational commitment). The present meta-analysis of 37 studies (including 45 independent samples) shows that the medium-sized associations between job security and each work attitude variables (i.e., job satisfaction and organizational commitment) were found, with true score correlations (ρ) of .327 for job satisfaction, and .253 for organizational commitment. These results highlight the significance of job security at the workplace, in shaping and enhancing attitudes of employee and job security is worth retaining in some form in the public sector, contrary to the logic of at-will employment. This meta-analysis findings also call attention to several important considerations for developing effective public job security policy.

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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