Perception of politics and job outcomes: moderating role of Islamic work ethic

2018 ◽  
Vol 47 (1) ◽  
pp. 74-94 ◽  
Author(s):  
Mohammed Y.A. Rawwas ◽  
Basharat Javed ◽  
Muhammad Naveed Iqbal
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Work Ethic ◽  
Asian Country ◽  
Job Outcomes ◽  
Moderator Variable ◽  
Content Type ◽  
Islamic Work Ethic ◽  
Perception Of Politics ◽  
The Relationship

Purpose The purpose of this paper is to expand previous theories of motivation and religious ethics by examining the moderation effect of Islamic work ethic (IWE) on the relationship between perception of politics (POP) and job satisfaction, and turnover intention and negligent behavior (NB). Design/methodology/approach The sample consisted of 260 workers employed in various sectors in an Asian country. Multiple linear regression analyses were used to test the main effect of the five hypotheses. In addition, moderated models are used to identify factors (IWE) that may change the relationship between independent and dependent variables. Findings Results revealed that POP was negatively related to job satisfaction, and positively related to turnover intention and NB. IWE was positively related to job satisfaction, and negatively related to turnover intention (confirming previous research findings), and NB (a contribution of the current study). Furthermore, when the moderator variable of IWE was introduced to the relationship between POP and job outcomes, the influence and direction of the POP were altered (a major contribution of this study). In other words, the moderator variable strengthened job satisfaction and reduced both turnover intention and NB of organizational workers. Originality/value When the moderator variable of IWE was introduced to the relationship between the POP and job outcomes, the influence and direction of the POP were altered (a major contribution of this study).

Mapping the contours of fairness

2014 ◽  
Vol 1 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Lilian Otaye ◽  
Wilson Wong
Keyword(s):  
Job Satisfaction ◽  
Factor Analysis ◽  
Regression Analysis ◽  
Turnover Intention ◽  
Content Type ◽  
Mediating Role ◽  
The Uk ◽  
The Relationship

Purpose – The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction, turnover intention and employer advocacy) and examining the mediating role of quality of management and leadership (through perceptions of both senior management and the quality of exchange with immediate supervisors) in attenuating negative impacts of unfairness on these outcomes. The study extends the concept of fairness beyond the traditional focus on organizational justice and models the mediating role of leadership on the relationship between (un)fairness and the three employee-level outcomes in a sample of employees representative of the UK workforce. Design/methodology/approach – Data were obtained from a nationally representative sample of 2,067 employees in the UK. Exploratory factor analysis and then confirmatory factor analysis is used to refine three unfairness factors and address their dimensionality of the unfairness scale and then multiple regression analysis is used to test a fairness-leadership-employee performance outcome model. Findings – Results of multiple regression analysis revealed that both trust in leadership and leader-member exchange partially mediate the relationship between organizational (un)fairness and job satisfaction, advocacy and turnover intention, respectively. Practical implications – The findings highlight the important role that leaders play in influencing the relationship between perception of unfairness and employee outcomes. This has implications for both theory and practice as it suggests that the pattern of inclusion that leaders create through the relationships that they develop with their followers has a significant impact on the relationship between unfairness and the work outcomes. They not only must manage traditional perceptions of justice, but also the assessments employees make about trust in management judgements and the perceived consequences of such judgements. Originality/value – In an environment where perceptions of unfairness are becoming both more endemic but also more complex, the study shows that both senior leaders and immediate supervisors have important agency in managing negative consequences. Through the measurement of satisfaction, turnover intention and employer advocacy it also provides potential links to link fairness into the engagement literature.

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.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

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.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

Examining the roles of shared vision and career growth opportunity in developing new employees

2017 ◽  
Vol 30 (4) ◽  
pp. 599-609 ◽  
Author(s):  
Rui-Ting Huang ◽  
Tsung Piao Chou ◽  
Chia-Pin Chen
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Well Being ◽  
Shared Vision ◽  
Content Type ◽  
New Employees ◽  
Growth Opportunity ◽  
Career Growth ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between career growth opportunity (CGO), well-being and turnover intention of new employees, and also probe into the moderating role of shared vision (SV) in organizations. Design/methodology/approach In total, 253 new employees participated in this study, and the partial least squares analysis was adopted to analyze the data. Findings The study findings have indicated that CGO will play a key role in determining emotional exhaustion (EE) and job satisfaction. Additionally, a positive connection between EE and turnover intention, a negative relationship between EE and job satisfaction, as well as a negative link between job satisfaction and turnover intention have been found in this study. Finally, it has been demonstrated that SV will moderate the connection between CGO and EE, the relationship between CGO and job satisfaction, the link between EE and turnover intention as well as the correlation between job satisfaction and turnover intention. Originality/value Although there are numerous studies related to CGO, well-being and turnover intention, relatively little attention has been paid to the connection between CGO, well-being and turnover intention of new employees. With particular respect to the impact of SV on organizational outcomes, there is still a dearth of research examining the moderating role of SV in organizations.

scholarly journals The Effect of Islamic Work Ethics on Organizational Commitment, Job Satisfaction, and Turnover Intentions of Islamic Microfinance in Pekalongan

2020 ◽  
Vol 4 (1) ◽  
pp. 30
Author(s):  
Siti Aminah Caniago ◽  
Denny Mustoko
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Work Ethic ◽  
Turnover Intentions ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Work Ethics ◽  
Islamic Work Ethic

The purpose of this research is to analyze the effect of Islamic work ethics on job satisfaction, turnover intentions and organizational commitment and its three dimensions: affective commitment, continuance commitment and normative commitment. This method of analysis used a simple regression to determine the relationship of independent variables and dependent variables. The analysis used descriptive analysis to present the main characteristic of the samples. Islamic work ethic used instrument developed by Ali, job satisfaction was measured by Dubinsky and Harley’s instruments, organizational commitment used instrument by Bozeman, Perrine, Meyer and the turnover intentions adapted by previous research, Home and Griffith. The collected data was tabulated and analyzed using softwareStatistical Pakage for the Social Sciences (SPSS)16.0. This research selects 10 Islamic microfinances in Pekalongan city.  Results show that Islamic Work Ethic is positive significant related to job satisfaction, affective commitment, continuance commitment, normative commitment, and negative influence related to turnover intention variable. From this research, the application of Islamic Work Ethics was a solution to job satisfaction and organizational commitment and less contributes to turnover intention.

scholarly journals Toxic leadership: Effects on job satisfaction, commitment, turnover intention and organisational culture within the South African manufacturing industry

2020 ◽  
Vol 18 ◽  
Author(s):  
Amelda Paltu ◽  
Marissa Brouwers
Keyword(s):  
Job Satisfaction ◽  
South African ◽  
Turnover Intention ◽  
Organisational Culture ◽  
The Body ◽  
Toxic Leadership ◽  
Job Outcomes ◽  
The Impact ◽  
The Relationship ◽  
Insight Into

Orientation: The impact of toxic leadership on employees and organisations has only recently become the focus of certain research studies.Research purpose: The general objective of this research was to investigate the relationship between toxic leadership, job satisfaction, turnover intention and commitment. The aim further was to test whether organisation culture mediates the relationship between toxic leadership and certain job outcomes such as job satisfaction, turnover intention and commitment.Motivation for the study: Currently, no knowledge is available on the relationships between toxic leadership and job outcomes within the context of South African manufacturing organisations. Therefore, this study provides South African organisations and researchers with an insight into such a relationship and the mentioned mediation of organisational culture in the process.Research approach/design and method: A cross-sectional research design with a sample size of N = 600 manufacturing employees was used. Product–moment correlations, multiple regression and structural equation modelling were used.Main findings: The test results returned both direct and indirect effects for all the relationships, which indicated only partial mediation in all the tested relationships.Practical/managerial implications: The results provided organisations’ insight into the possible consequences of toxic leadership on employees and the organisations’ culture.Contribution/value-add: The improved understanding of toxic leadership and the relationship with certain job outcomes contributes to the body of knowledge on both the theory of toxic leadership and on employees’ experience of such leadership styles in the work environment.

Incivility, satisfaction and turnover intention of tourist hotel chefs

2019 ◽  
Vol 31 (5) ◽  
pp. 2034-2053 ◽  
Author(s):  
Hsi-Tien Chen ◽  
Chih-Hung Wang
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Turnover Intention ◽  
Workplace Incivility ◽  
Moderating Effect ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship ◽  
Structured Questionnaire

Purpose This study examines the relationships among workplace incivility, job satisfaction and turnover intention for tourist hotel chefs. Furthermore, emotional intelligence is taken as the moderating variable on the relationships between workplace incivility and job satisfaction and workplace incivility and turnover intention. Design/methodology/approach Tourist hotel chefs were invited to participate in this study using purposive sampling, and a structured questionnaire was administered to carry out the investigation on tourist hotel chefs. Findings The results show that workplace incivility has negative effects on job satisfaction and casts positive effects on turnover intention through job satisfaction. Emotional intelligence has a significant moderating effect on the relationship between workplace incivility and job satisfaction. Originality/value This study firstly demonstrated the relationships among workplace incivility, job satisfaction and turnover intention for tourist hotel chefs. Furthermore, the moderating effect of emotional intelligence on the relationship between workplace incivility and job satisfaction was also validated.

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