Demographic factors, compensation, job satisfaction and organizational commitment in private university: an analysis using SEM

2020 ◽  
Vol 11 (4) ◽  
pp. 407-436
Author(s):  
Mohammad Ali Ashraf
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Universities ◽  
Private Universities ◽  
Demographic Factors ◽  
Faculty Members ◽  
Content Type ◽  
Compensation Structure ◽  
Compensation Package ◽  
Faculty Job Satisfaction

Purpose The purpose of this paper is to examine the direct and indirect effects of demographic factors on employee compensation, job satisfaction and organizational commitment in private higher educational institutes in Bangladesh. Specifically, how do compensation structure and job satisfaction mediate in the link between demographic factors and organizational commitment? To answer this question, a theoretical framework using the theory of employee retention provided by Martin and Kaufman, as its basis was established. Design/methodology/approach Data (n = 515) were collected from faculty members of the private universities in Bangladesh. Structural equation modeling was used to analyze the data. Findings Findings indicate that though demographic factors have no direct impact on organizational commitment, they have indirect impacts on organizational commitment through the mediation of compensation structure and faculty job satisfaction. Besides, compensation structure also has a significant mediating role in the link between demographic structure and faculty job satisfaction. Research limitations/implications One possible drawback is the number of private universities from which the data were collected. In the sample used here, only 20 private universities were selected to conduct the survey. Besides, the study could not include public universities that are also a significant part and parcel of higher education in the country. So, if more private and public universities were taken into consideration to collect the data, the results might be improved. Thus, the usual cautions about overgeneralizing findings from this sample, to populations for which it is not strictly representative, apply. Practical implications From a practical perspective, as a cumulative body of work on organizational commitment, we will be better able to advise policymakers and educators on the elements they need to address to increase the longer engagement of the faculty members in their institutes. In this study, the one area of findings that may help policymakers and educators the most concerns compensation package that affects job satisfaction and organizational commitment. We found that demographic factors and compensation packages are the most important factors for the faculty members to impact on organizational commitment in this study. Social implications The social implication is that policymakers of the private universities can focus on fair justice in terms of demographic factors and compensation package for job satisfaction, motivation and organizational commitment of the faculty members in their universities. Originality/value The findings of the study are important for the policymakers of the higher education institutes.

scholarly journals The Impact of Organizational Commitment on Job Satisfaction: A Study of Employees at Nigerian Universities

2012 ◽  
Vol 2 (2) ◽  
pp. 1 ◽  
Author(s):  
Bola Adekola
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Universities ◽  
Turnover Intentions ◽  
Private Universities ◽  
Private University ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
The Impact

Researchers have hypothesized that there is a significant difference in the degree of Organizational commitment in Public and Private Universities. This was tested in the Public and Private University system to ascertain the veracity of this hypothesis. Data were collected from 150 employees consisting of academic and Administrative and technical staff from both the public Universities and the Private Universities. The results revealed that employees in Public Universities have greater degree of organizational commitment in comparison to Private Universities. Also, job satisfaction increases or decreases based on increase or decrease in organizational commitment. Obtained results were in the line of the hypotheses. In terms of organizational commitment; a significant difference was noticed between Public and Private Universities. Against expectation, employees of Public Universities exhibited higher degree of organizational commitment as compared to those of Private Universities. Most importantly, organizational commitment is being proven as the catalyst for enhancing job satisfaction level of employees.   Keywords: Organization’s Goals, Performance, Effectiveness, Leadership Styles, Trust within the Organization, Employment Status, Training, Turnover Intentions.

Leadership styles, job satisfaction and organizational commitment among academic staff in public universities

2020 ◽  
Vol 39 (2) ◽  
pp. 253-268 ◽  
Author(s):  
Rogers Mwesigwa ◽  
Immaculate Tusiime ◽  
Bob Ssekiziyivu
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Public Universities ◽  
Academic Staff ◽  
Methodological Approach ◽  
The Body ◽  
Future Research ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this paper is to examine the relationship between leadership styles and Organizational commitment among academic staff in Ugandan Public Universities, mediated by Job Satisfaction.Design/methodology/approachThe study was cross-sectional, quantitative, and used correlation and regression to test the hypothesis. A sample of 353 academic staff was drawn from five public universities in Uganda, of which a response rate of 66 percent was obtained.FindingsOrganizational commitment among academic staff in public universities in Uganda depends on the age of the academic staff, length of service, position level, leadership styles employed, and job satisfaction. Findings further show that job satisfaction partially mediates the relationship between leadership styles and organizational commitment.Research limitations/implicationsOnly a single research methodological approach was employed; thus, future research through interviews could be undertaken to triangulate.Practical implicationsIn order to boost the organizational commitment among academic staff in Ugandan Public Universities, managers should always endeavor to employ a blend of leadership styles that leads to job satisfaction and can add value to the employee-employer relationship.Originality/valueThis study contributes to the body of knowledge by finding further support on the relationship between leadership styles and organizational commitment among academic staff in Ugandan public universities. It further demonstrates that job satisfaction partially transmits the effect of leadership styles on organizational commitment in public universities in Uganda.

An investigation of the antecedents of turnover intentions and job hopping behavior

2017 ◽  
Vol 6 (2) ◽  
pp. 161-176 ◽  
Author(s):  
Sharjeel Saleem ◽  
Beenish Qamar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Structural Equation ◽  
Job Involvement ◽  
Faculty Members ◽  
Equation Modeling ◽  
Content Type ◽  
Alternative Employment ◽  
The Impact

Purpose It is believed that dissatisfied employees are more likely to leave, but research shows that satisfied employees also do not necessarily stay. It is important to understand why employees leave. Therefore, the purpose of this paper is to investigate empirically the antecedents of turnover intention and job hopping, simultaneously, in Pakistani universities. It investigates the impact of perceived alternative employment, job satisfaction and job involvement on turnover intention and job hopping behavior, with organizational commitment as a mediator. Design/methodology/approach The variables were measured through established questionnaires and the results were analyzed through structural equation modeling on a sample of 250 faculty members from both public and private universities. Findings Results revealed that faculty members do not intend to leave or hop jobs if they are satisfied with their jobs and this relationship is mediated by organizational commitment. Perceived alternative employment also showed a positive relationship with employees’ intentions to quit; while faculty members would job hop, if not satisfied, despite lacking substantial alternative employment opportunities. Practical implications Research reveals that employee retention, even in developing countries, is not just about money. Rather, the satisfaction that a person gets from his/her job or the environment in which the employee works serves as a significant antecedent of employee retention. Thus, accordingly some well-planned perks and rewards can serve as a source of extrinsic as well as intrinsic motivators. Originality/value This study has investigated the impact of job satisfaction, job involvement, perceived alternative employment, organizational commitment, turnover intention and job hopping along with the dimensions of job satisfaction and organizational commitment in a simultaneous manner through structural equation modeling. It will correspondingly add worth to the discussion in the literature about reasons of employee turnover and job hopping behavior within the specific context of Pakistani universities because there are no official statistics available regarding the number of faculty members leaving or job hopping among various universities. In addition, not much work has been done in this regard, therefore, it shall also provide the basis for future research studies.

Leadership style and job satisfaction in higher education institutions

2016 ◽  
Vol 30 (1) ◽  
pp. 140-164 ◽  
Author(s):  
Raimonda Alonderiene ◽  
Modesta Majauskaite
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Faculty Members ◽  
Leadership Studies ◽  
Content Type ◽  
Faculty Job Satisfaction ◽  
The Impact ◽  
Practical Implications

Purpose – Although leadership is found to have impact on the followers’ attitudes and performance there is a gap in leadership studies in HEIs, especially having Lithuania in mind. The purpose of this paper is to study the impact of leadership style on job satisfaction of faculty in higher education institutions (HEI). Design/methodology/approach – In order to investigate before mentioned problem, the representative quantitative empirical research was conducted in 2013. It includes 72 faculty members and ten supervisors from Lithuanian public and private universities. The survey was conducted to check how leadership styles of supervisors influence faculty job satisfaction and compare the opinion of supervisors and subordinates. Findings – The empirical research revealed significant positive impact of leadership style on job satisfaction of faculty where servant leadership style has been found to have the highest positive significant impact on job satisfaction of faculty while controlling autocrat leadership style has the lowest impact. Research limitations/implications – There are several implications for further research. It can be expanded whether geographically (e.g. comparative analysis in different countries) or institutionally (e.g. in other educational institutions, such as schools or pre-schools). Practical implications – Practical implications reveal that supervisors have the power to increase the levels of job satisfaction of their faculty members, by defining their role as a leader, demonstrating certain leadership behaviors. Originality/value – This survey covers the area which lacks academic research, namely, the impact of leadership on HEI faculty. Previous leadership studies in HEI focus on particular leadership style demonstrated (van Ameijde, 2009), the impact of leadership on culture (Asmawi et al., 2013), organizational effectiveness (Siddique et al., 2011) and other factors. However, very few of them (one of the examples is the study of Webb, 2009 in USA) investigate the direct managers’ leadership style and faculty job satisfaction. Besides, the previous surveys have not covered as many leadership styles as this one does.

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.

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.

scholarly journals The Effect of Job Burnout on Employees’ Satisfaction: A Comparison Study between Public Universities and Private Universities in Jordan

2015 ◽  
Vol 7 (4) ◽  
pp. 54
Author(s):  
Naser Jamal Khdour ◽  
Omar Durrah ◽  
Martin Harris
Keyword(s):  
Job Satisfaction ◽  
Public Universities ◽  
Private Universities ◽  
Negative Attitude ◽  
Job Burnout ◽  
Administrative Staff ◽  
Public And Private ◽  
Employees Satisfaction ◽  
Personal Performance ◽  
The University

<p>This study seeks to shed light on the phenomenon of job burnout, and its prevalence amongst the staff and seeks to address the issue of the level of job satisfaction in Jordanian universities, together with the examination of the effect of job burnout on job satisfaction. The study adopted a descriptive analytical approach through a comparative study between public universities and private universities, and used the questionnaire as basic tool for data collection, which was distributed to a sample of (200) members of the administrative staff in Jordanian public and private universities. The study found that the degree of job burnout experienced by the administrative staff in the university sector was more than average, Showed that low personal performance dimension has ranked the first as the most persistent job burnout dimension then physical and emotional exhaustion then negative attitude towards relationships. It observed that the degree of job burnout in public universities was greater than in the private universities. The level of staff job satisfaction in the public universities was less than that observed in private universities. The study showed that no dimension of job morally affects on employees satisfaction in public universities. while only one dimension (low personal achievement) affects employees satisfaction in private universities.</p>

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