Linking employee loyalty with job satisfaction using PLS–SEM modelling

2020 ◽  
Vol 49 (8) ◽  
pp. 1695-1711
Author(s):  
Swati Dhir ◽  
Tanusree Dutta ◽  
Piyali Ghosh
Keyword(s):  
Job Satisfaction ◽  
Job Fit ◽  
Employee Loyalty ◽  
Content Type ◽  
Organizational Policies ◽  
Perceived Supervisor Support ◽  
Indian Context ◽  
Proposed Model ◽  
Hr Managers ◽  
Person Organization Fit

PurposeThe purpose of the present study is to empirically test a model that illustrates how person–job fit (PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the Indian context.Design/methodology/approachA survey of the Indian managerial executives was conducted with a structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using PLS–SEM modelling approach.FindingsThe factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant of the proposed model.Practical implicationsHR managers can adopt relevant practices and promote organizational policies in order to have loyal employees. This would also help organizations in increasing overall productivity at both individual and organizational levels. Recruiters could be provided with necessary tools and measures to find better and accurate means of mapping POF and PJF.Originality/valueEstablishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations. Review of existing studies indicates an overlap of factors that influence both job satisfaction and employee loyalty.

scholarly journals Person-environment fit as a parsimonious framework to explain workplace bullying

2020 ◽  
Vol 35 (5) ◽  
pp. 317-332
Author(s):  
Katrien Vandevelde ◽  
Elfi Baillien ◽  
Guy Notelaers
Keyword(s):  
Structural Equation ◽  
Workplace Bullying ◽  
Future Research ◽  
Job Fit ◽  
Societal Costs ◽  
Content Type ◽  
Person Environment Fit ◽  
Explained Variance ◽  
Causal Nature ◽  
Person Organization Fit

PurposeThis study tested whether person-job fit (PJ-fit), person-group fit (PG-fit) and person-organization fit (PO-fit) relate to exposure to and enactment of workplace bullying (WB), mediated by strain and conflict.Design/methodology/approachData from 1,077 employees were analysed using multiple mediator structural equation modelling (Mplus 8.0).FindingsPJ-fit, PG-fit and PO-fit all related to WB. PG-fit accounted for most explained variance. PJ-fit, PG-fit and PO-fit related to bullying through strain; only PG-fit also related to bullying through conflict.Research limitations/implicationsPE-fit is valuable to parsimoniously investigate WB's multi-causal nature; and strain and conflict partially explain the associations. Future research may shed more light on the direction of these effects.Practical implicationsSo far, scholars assumed that job design prevents WB (work-environment hypothesis). This study revealed that prevention should also focus on the fit between employee and group/organization.Social implicationsWB has high societal costs. The authors introduce a new angle to WB prevention. To counteract WB, practitioners should also look at PJ-fit, PG-fit and PO-fit. This is not only important for recruitment, but also for tenured employees (e.g. because of changes in employees' needs, the job, the group or the organization).Originality/valueThis study was the first to investigate the multi-causal nature of both WB exposure and enactment, by applying the lens of PE-fit, and testing explanatory mechanisms.

scholarly journals Job Performance Model Based on Employees’ Dynamic Capabilities (EDC)

2020 ◽  
Vol 12 (6) ◽  
pp. 2250
Author(s):  
Agnieszka Bieńkowska ◽  
Katarzyna Tworek
Keyword(s):  
Job Satisfaction ◽  
Sustainable Development ◽  
Job Performance ◽  
Work Engagement ◽  
Dynamic Capabilities ◽  
Work Motivation ◽  
Performance Model ◽  
Job Fit ◽  
The Sustainable Development ◽  
Proposed Model

This article concerns the newly developed construct—EDC (Employees’ Dynamic Capabilities)—and the mechanism of its influence on the job performance of contemporary employees aiming to contribute to the sustainable development of organizations. EDC seems to be especially important in a modern, dynamically changing work environment, in which obtaining sustainability is not possible without dynamic capabilities, and EDC should be included as the element of organizational dynamic capabilities. The paper aims to define and characterize EDC and then develop a mediation model of EDC influence on job performance, introducing the person–job fit, work motivation, job satisfaction, work engagement and organizational commitment as potential mediators related to sustainable development. The model is empirically verified based on the sample of 550 employees from Poland and USA (research carried out in December 2018) using factors analysis for verification of EDC as a new construct and then regression analysis with mediators for the verification of the proposed model. The results confirmed the role of person–job fit, work motivation, job satisfaction and work engagement as mediators of the analyzed relation, underlining the mechanism of the EDC influence on job performance. The empirical research confirms that EDC influences job performance in a way that is crucial for achieving sustainable development of organizations.

Can ethical leaders drive employees’ CSR engagement?

2019 ◽  
Vol 16 (5) ◽  
pp. 655-669 ◽  
Author(s):  
Mehran Nejati ◽  
Yashar Salamzadeh ◽  
Cheng Kong Loke
Keyword(s):  
Ethical Leadership ◽  
Working Environment ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Proposed Model ◽  
Person Organization Fit ◽  
Csr Engagement ◽  
Ethical Leaders

Purpose The association between ethical leadership and employees’ ethical behaviors is well-established. But can ethical leadership go beyond this and drive employees’ corporate social responsibility (CSR) engagement? The purpose of this study is to examine the association between ethical leadership and employees’ perception of their engagement in CSR activities while exploring the mediating role of person–organization fit. Design/methodology/approach Using a quantitative research design, data were collected via self-administered questionnaires from 142 employees of multi-national companies in Malaysia. This study used partial-least squares structural equation modeling to test and validate the research model and hypotheses posited. Findings The results reveal that ethical leadership has a positive impact on employees’ CSR engagement, mediated through person–organization fit. Moreover, analyses were carried out to assess the predictive performance of the proposed model. Our results confirmed the predictive capability of the proposed model. Research limitations/implications This study has provided a better understanding of employees’ CSR engagement, which is a crucial factor for effectiveness of CSR implementation in any organization. Finding evidence on the positive role of ethical leadership in driving employees’ CSR engagement extends both the leadership and CSR literature and offers new avenues for future research studies. Practical implications This study has shown that ethical leadership can stimulate employees’ CSR engagement through creating a better person–organization fit. This understanding can help managers in finding ways for more effective involvement of employees in a company’s CSR activities and creating a better working environment. Social implications Organizations can find better ways to involve employees in CSR activities through having ethical leaders who lead by example and champion social causes. Although ethical leadership will benefit society, it will also help employees experience a better fit between their values and those of the organization. Originality/value Despite extensive research on CSR, its drivers and outcomes, there is still limited knowledge on the role of leaders in driving employees’ CSR engagement. Findings from an emerging economy (i.e. Malaysia) will offer fresh insights into the growing CSR and leadership literature.

scholarly journals Why leadership style matters: a closer look at transformational leadership and internal marketing

2017 ◽  
Vol 30 (4) ◽  
pp. 258-278 ◽  
Author(s):  
Morteza Akbari ◽  
Nader Seyyed Amiri ◽  
Saheb Imani ◽  
Niloofar Rezaeei ◽  
Pantea Foroudi
Keyword(s):  
Social Capital ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Style ◽  
Vital Role ◽  
Internal Marketing ◽  
Employee Loyalty ◽  
Content Type ◽  
Proposed Model ◽  
The Relationship

Purpose The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty. Design/methodology/approach This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty. Findings The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals. Originality/value Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

Relations of fit and organizational identification to employee-customer identification

2015 ◽  
Vol 30 (8) ◽  
pp. 925-939 ◽  
Author(s):  
Nwamaka A. Anaza
Keyword(s):  
Organizational Identification ◽  
Structural Model ◽  
Cooperative Extension ◽  
Customer Relationships ◽  
Job Fit ◽  
Content Type ◽  
Important Relationship ◽  
Two Samples ◽  
Customer Identification ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The model posits that person-organization fit, person-job fit, and organizational identification are positively related to ECID. Design/methodology/approach – A recursive path-based structural model was employed to test seven hypotheses regarding the relationships between the two fit constructs, organizational identification, and ECID. Findings – In both samples, person-organization fit and person-job fit were positively related to organizational identification, and organizational identification was positively related to ECID. In the cooperative extension sample, person-job fit was positively related to ECID. Person-job fit was also indirectly related to ECID through organizational identification in both samples. Research limitations/implications – The results imply an important relationship between person-job fit and ECID that could be useful for improving service encounters between employees and customers. In addition, an emphasis on organizational identification may also contribute to improved employee-customer relationships. Originality/value – This study represents one of the first attempts to demonstrate a link between person-job and person-organization fit on ECID. The results of this study provide support for organizational identification and person-job fit as important factors in employee-customer relationships.

How commitment and satisfaction explain leave intention in police force?

2019 ◽  
Vol 42 (2) ◽  
pp. 195-208 ◽  
Author(s):  
Rashid Ahmad ◽  
Talat Islam ◽  
Saima Saleem
Keyword(s):  
Job Satisfaction ◽  
Police Officers ◽  
Professional Commitment ◽  
Law Enforcement Agencies ◽  
Content Type ◽  
Job Opportunities ◽  
Workplace Environments ◽  
Job Opportunity ◽  
Hr Managers ◽  
The Impact

PurposeThe purpose of this paper is to investigate the impact of professional commitment and job satisfaction on leave intention considering alternative job opportunities as a moderator.Design/methodology/approachThe authors collected data from 147 patrolling police officers on the basis of convenience sampling using a questionnaire-based survey.FindingsThe study noted that professionally committed and satisfied police officers are less likely to leave their organization. In addition, alternative job opportunities strengthen the negative association of professional commitment and job satisfaction with leave intention.Research limitations/implicationsThis study was conducted at one point of time and the majority of the respondents were male, therefore, the results might be gender biased. This study has implications for policymakers and HR managers.Practical implicationsLaw enforcement agencies and organizations should develop and sustain workplace environments where professional commitment and job satisfaction can positively influence the leave intentions of their employees. More specifically, it provides insight to the managers to retain talented and commitment employees in their organizations.Originality/valueThis study adds to the scant literature on professional commitment and alternative job opportunity in the context of police.

scholarly journals The Way to Improve Employees' Job Satisfaction in Korean Social Enterprises: The Moderating Effects of Person-Organization Fit, Person-Job Fit, and Person-Supervisor Fit

2019 ◽  
Vol 10 (5) ◽  
pp. 347
Author(s):  
Xiu Jin ◽  
Sang Woo Hahm
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Organizational Communication ◽  
Social Enterprises ◽  
Future Research ◽  
Job Fit ◽  
Key Factors ◽  
Organizational Fit ◽  
High Level ◽  
Person Organization Fit

Human resources play a key role in achieving a high level of organizational performance and the importance is still emphasized in our society. Nonetheless, organizations are experiencing negative phenomena such as job exhaustion and turnover. One of the key factors that can reduce these negative factors is seen as job satisfaction. In this regard, this research is an empirical study that it focused on the improvement of job satisfaction among organizational members who work in Korean social enterprises. In order to improve their job satisfaction, we focused on organizational communication and verified its role and emphasized its importance through its influence on job satisfaction. To improve the effect of organizational communication, we verified the role of person-organizational fit, person-job fit, and person-supervisor fit. These three types of fit were identified as ways to increase the influence of organizational communication on job satisfaction. Therefore, we examined the moderating effect of these three types of fit on the relationship between organizational communication and job satisfaction. The empirical results showed that the higher the three types of fit, the greater the influence of organizational communication on job satisfaction. Furthermore, by comparing the impacts of the three types of fit on job satisfaction, we identified what is the most essential fit. Based on the results of empirical analysis, this research discussed practical implications for improving organizational member's job satisfaction in Korean social enterprises and provides future research plans for the performance of Korean social enterprises.

Global human resources: a key to mission accomplishment

2019 ◽  
Vol 7 (1) ◽  
pp. 5-26 ◽  
Author(s):  
Hooi Lai Wan
Keyword(s):  
Human Resources ◽  
Organizational Support ◽  
Cultural Awareness ◽  
Cultural Adjustment ◽  
International Assignments ◽  
Content Type ◽  
Organizational Policies ◽  
Face To Face ◽  
Hr Managers ◽  
Overseas Subsidiaries

PurposeThe purpose of this paper is to explore the factors needed for the development of global human resources for leadership assignments in foreign subsidiaries. The paper aims to find an answer to enhance expatriate mission accomplishment rate at subsidiaries abroad.Design/methodology/approachThis study examines the development of global human resources. In-depth face-to-face interviews were employed to collect data from eight senior HR managers in three financial institutions in Taiwan, while data from 28 expatriates in the overseas subsidiaries were obtained from asynchronous e-mail interviews. Conventional content analysis was used to code categories directly from the data.FindingsThe results of the study revealed that organizational policies do not focus on developing global human resources. To portray a global image, the focus is on staffing overseas subsidiaries with foreigners and Taiwanese that can speak English. Development to prepare staff for expatriation is limited to pre-departure training that focused mainly on language and cultural awareness training. However, organizational support during expatriation and repatriation is important. Expatriates view security briefing crucial and familiarization visit helps them to decide whether or not to accept expatriation. Organizational policies favor those that were not expatriated in terms of career progression deter managers from accepting international assignments.Originality/valueIt highlights some best practices in developing global human resources taking into consideration the herd mentality and social perspective. Social support, social learning and social capital are instrumental in developing global human resources as these hasten cultural adjustment.

Understanding teleworkers’ technostress and its influence on job satisfaction

2017 ◽  
Vol 27 (1) ◽  
pp. 140-159 ◽  
Author(s):  
Ayoung Suh ◽  
Jumin Lee
Keyword(s):  
Job Satisfaction ◽  
Theoretical Model ◽  
Job Characteristics ◽  
Remote Work ◽  
Relevant Research ◽  
Virtual Collaboration ◽  
Content Type ◽  
Proposed Model ◽  
Nuanced Understanding ◽  
Practical Implications

Purpose The purpose of this paper is to develop and test a theoretical model that predicts a teleworker’s job satisfaction. Design/methodology/approach By drawing on the technostress model and job characteristics theory, this study proposed a theoretical model. The proposed model was tested through a survey of 258 teleworkers from two global IT companies that have adopted telework programs. Findings The results show that technology and job characteristics jointly induce teleworkers’ technostress, which in turn reduces their job satisfaction. The results also indicate that the manner in which technology and job characteristics influence teleworkers’ technostress varies depending on the intensity of teleworking (IOT). Interestingly, this study finds that teleworkers with a low IOT are more vulnerable to technostress than those with a high IOT. Research limitations/implications By discussing the magnitude of the different factors that determine teleworkers’ technostress and job satisfaction, this study contributes to a more nuanced understanding of teleworkers’ challenges. The study provides insights and prescriptive guidelines that will help managers and companies develop strategies to maximize the benefits of teleworking implementation. Practical implications This study provides insights and prescriptive guidelines for managers or companies to develop strategies to maximize the benefits of teleworking implementation. Originality/value This paper is one of the first to develop and empirically test an integrated model of technostress and job characteristics. The paper outlines relevant research avenues for researchers investigating remote work and virtual collaboration.

Hierarchical plateau and turnover intention of employees at the career establishment stage

2016 ◽  
Vol 21 (5) ◽  
pp. 518-533 ◽  
Author(s):  
Baoguo Xie ◽  
Xun Xin ◽  
Guanglin Bai
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Survey Method ◽  
Hierarchical Regression ◽  
Job Fit ◽  
Negative Effects ◽  
Content Type ◽  
Mediating Role ◽  
Theory Of Work Adjustment ◽  
The Relationship

Purpose Applying the theory of work adjustment (TWA), the purpose of this paper is to investigate whether the effect of hierarchical plateau on the turnover intention of employees at the career establishment stage is mediated by job satisfaction and moderated by person-job fit. Design/methodology/approach A survey method was used and data were collected from 248 Chinese employees at the career establishment stage. Hierarchical regression analysis and moderated mediation analysis were used to test the hypotheses. Findings The results demonstrated that hierarchical plateau was positively related to the turnover intention of employees at the career establishment stage and that job satisfaction played a mediating role in the relationship. Person-job fit moderated the relationship between hierarchical plateau and job satisfaction, and the indirect effect of hierarchical plateau on turnover intention via job satisfaction. Originality/value This research offers new insights into the links between hierarchical plateau and employees’ work attitudes and withdrawal behaviour within the TWA. The results suggest that managers can lessen the negative effects of hierarchical plateau on employees’ attitudes and withdrawal behaviour by improving employees’ overall person-job fit.

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