Employee value congruence and job attitudes: the role of occupational status

2015 ◽  
Vol 44 (4) ◽  
pp. 550-566 ◽  
Author(s):  
Ting Ren ◽  
Darla J. Hamann
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Nursing Homes ◽  
Work Motivation ◽  
Occupational Status ◽  
Value Congruence ◽  
Job Attitudes ◽  
Marginal Effect ◽  
Content Type ◽  
Positive Effects

Purpose – Extant research has shown the positive effects of value congruence on individual attitudes, behaviors and performance. However, very few studies have been conducted to examine the difference in the relationship between value congruence and attitudinal outcomes across people of different attributes. The purpose of this paper is to examine how the relationships between employee-organization value congruence and job attitudes vary across different occupational groups, with the focus on different levels of nurses. The study provides evidence to organizations to adopt better approaches to harness the benefit from employees’ spontaneous work motivation. Design/methodology/approach – Nursing homes provide a unique research context because of the different nursing occupations with varying degree of identifying characteristics including educational attainment, skill level, income and decision-making power. The present study thus examines how the relationships between nurses-home value congruence and nurses’ job attitudes vary across different nursing occupations, instrumented by a survey of nursing staff of nursing homes in a Midwestern state in the USA. Findings – Consistent with prior research, value congruence is found positively associated with nurses’ job satisfaction and organizational commitment, but negatively with turnover intention. Consistent with the “diminishing marginal effect” argument, the relationships between value congruence and job satisfaction and organizational commitment are found more pronounced among nurses of lower occupational level. Originality/value – The extant literature does not explicitly compare the effect of within-occupation value congruence on various attitudinal and behavioral outcomes across different occupations. As values have individual and social foundations, in a specific workplace context, it is impractical, if not impossible, to gain a comprehensive view of employees’ value profile and work-related consequences without looking further into the differences across types of employee. Although without sufficient existing literature to compare to, the present study does provide consistent results with theoretical predictions, and display a relatively clear picture of how the relationships between value congruence and job attitudes are unwrapped along the occupational dimension.

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.

Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar

2017 ◽  
Vol 12 (2) ◽  
pp. 163-188 ◽  
Author(s):  
Maryam Al-Sada ◽  
Bader Al-Esmael ◽  
Mohd. Nishat Faisal
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Work Motivation ◽  
Pearson Correlation ◽  
Education Sector ◽  
Content Type ◽  
Supportive Culture

Purpose The purpose of this paper is to explore the influence of organizational culture and leadership style on employees’ job satisfaction, organizational commitment and work motivation in the educational sector in the state of Qatar. Design/methodology/approach The study was conducted using a questionnaire with a sample size of 364 employees in the educational sector in Qatar. Data were analyzed using factor analysis, Pearson correlation and multiple linear regression, were employed to examine the relationships between the variables under investigation. Findings Significant positive relationships were observed between supportive culture and job satisfaction; supportive culture and organizational commitment; participative-supportive leadership and job satisfaction; directive leadership and job satisfaction; job satisfaction and work motivation; job satisfaction and organizational commitment. Practical implications This paper would help managers and policy-makers in the education sector to develop a better understanding of organizational culture and leadership styles and their influence on employee satisfaction, commitment and motivation. Originality/value The education sector is experiencing a fast growth in Qatar due to significant outlays by the government. This study is among the first in the country to understand the variables affecting employees’ performance in education sector.

Unintended effects of marketing messages on salespeople’s cynicism

2016 ◽  
Vol 50 (5/6) ◽  
pp. 1047-1072 ◽  
Author(s):  
Olalekan K. Seriki ◽  
Kenneth R. Evans ◽  
Hyo-Jin (Jean) Jeon ◽  
Rajiv P. Dant ◽  
Amanda Helm
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Attitudes ◽  
Role Performance ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
Organizational Cynicism ◽  
And Behaviors ◽  
The Impact ◽  
Marketing Messages

Purpose This paper aims to examine how external marketing messages, which are generally used to convey company and product information to external target audiences, influence job attitudes and behaviors of salespeople. Design/methodology/approach The study is conducted based on survey data on 348 salespeople working at regional banks in the Midwestern USA. The relationships among salespeople’s perceptions of marketing messages (i.e. in terms of value incongruence and claim inaccuracy), organizational cynicism, job attitudes (i.e. organizational commitment and job satisfaction) and behaviors (i.e. extra-role performance) are empirically tested. Findings Salespeople’s perceptions of value incongruence and claim inaccuracy of marketing messages heighten organizational cynicism, which in turn negatively impacts on organizational commitment, job satisfaction and extra-role performance. Also, inaccurate claim directly decreases job attitudes and behaviors. Research limitations/implications The results are limited to salespeople in financial institutions, and future research should investigate perceptions of non-customer contact employees in other industry contexts. Future investigation may also include objective performance metrics and consumer satisfaction ratings. Practical implications Service firms should strive to align salespeople’s perceptions of marketing messages with firms’ intended goals from those messages. Originality/value Drawing on attitude theory and perspectives from sales literature, social psychology and organizational behavior literature, in the first of such investigations, the authors studied the impact of external marketing messages on salespeople’s cynicism, job attitudes and behaviors.

PENGARUH KEPUASAN KERJA, MOTIVASI KERJA, KOMITMEN ORGANISASI TERHADAP TURNOVER INTENTION PADA KARYAWAN CV SURYA AGUNG MOTOR BANYUMAS

Media Ekonomi ◽  
2017 ◽  
Vol 17 (2) ◽  
pp. 91
Author(s):  
Galih Novagiti Ekarahman ◽  
Hermin Endratno
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Work Motivation ◽  
Sampling Technique ◽  
Total Sample ◽  
Survey Method ◽  
Positive Effects ◽  
Simultaneous Test ◽  
Negative Effect

This study aimed to determine the effects of the variables of job satisfaction, work motivation and organizational commitment on turnover intention. In this study, the researcher conducted the sampling by distributing questionnaires to the respondents by survey method. The sampling technique was saturated sampling. The total sample was 35 respondents. This analysis used SPSS 16 for windows. The data was analyzed by validity, reliability test, classic assumtion test and multiple linear regression analysis.The research by partial test (t test) showed that job satisfaction, work motivation positive affected on turnover intention. Then the organization commitment had a significant negative effect on turnover intention. The results by simultaneous test (F test) indicated that job satisfaction, working motivation and organizational commitment had positive effects on turnover intention.

Chinese traditionality, job attitudes, and job performance: a study of Chinese employees

2017 ◽  
Vol 5 (2) ◽  
pp. 139-150 ◽  
Author(s):  
Hui Li ◽  
Hang-yue Ngo
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Cultural Values ◽  
Job Attitudes ◽  
Employee Survey ◽  
Content Type ◽  
Cultural Variable ◽  
And Performance ◽  
Positive Effect

Purpose The purpose of this paper is to explore the relationships among Chinese traditionality, job attitudes, and job performance. Chinese traditionality, an indigenous cultural variable, is expected to enhance employees’ organizational commitment and job satisfaction, which in turn affect their job performance. Design/methodology/approach Data were collected via employee survey from 399 workers in two large firms in China. The HR department helped the authors to distribute a self-administered questionnaire to the respondents. The authors assured them of confidentiality and protected their anonymity. Multiple regression analysis was used to test the hypotheses. Findings The results show that Chinese traditionality is positively related to organizational commitment and job satisfaction. The authors also find that the positive effect of Chinese traditionality on employees’ job performance is mediated by organizational commitment, but not by job satisfaction. Practical implications Based on the findings, Chinese firms should pay attention to cultural values, which play an important role in affecting employees’ job attitudes and performance. Originality/value This study contributes to the literature in two ways. First, it provides evidence about the significant positive effect of Chinese traditionality on organizational commitment and job attitudes. Second, it reveals a key mechanism through which Chinese traditionality enhances employees’ job performance.

Perceived underqualification and job attitudes: the role of transformational leadership

2018 ◽  
Vol 39 (8) ◽  
pp. 962-974 ◽  
Author(s):  
Yerim Sim ◽  
Eun-Suk Lee
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Job Attitudes ◽  
Content Type ◽  
Job Attitude ◽  
First Time ◽  
Insight Into

PurposeThe purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands (abilities<demands). In examining person–job (P–J) misfit, previous research has primarily focused on one type of misfit, overqualification (abilities>demands), leaving the other type, underqualification, unexplored. To address the neglect, this study investigates how perceived underqualification relates to job attitudes (job satisfaction, organizational commitment, and turnover intention) and how transformational leadership moderates the relationships.Design/methodology/approachSurvey data were collected from employees working at diverse organizations in South Korea over two waves; at Time 1, perceived underqualification and transformational leadership were measured and at Time 2, job attitude variables were measured. Responses from 188 employees were used for hypothesis testing.FindingsPerceived underqualification is negatively related to job satisfaction and organizational commitment and positively related to turnover intention when transformational leadership is low. However, under high transformational leadership, such negative attitudinal implications of perceived underqualification are weakened.Originality/valueBy examining underqualification for the first time, this study corrects the current incomplete and biased understanding of P–J misfit, which is exclusively overqualification-focused. In addition, this study provides new insight into individual responses to P–J misfit by revealing that the responses are not always negative. This study specifies transformational leadership as the contingency factor that enables such responses, thus further advancing the P–J misfit literature that has hardly examined the leadership effect.

Local culture as a corporate social responsibility multiplier: Confucian values' mediation between firm policies and employees' attitude

2020 ◽  
Vol 12 (3/4) ◽  
pp. 387-407
Author(s):  
Jian-Yu Chen ◽  
Suk-Jun Lim ◽  
Hyun-Jung Nam ◽  
Joe Phillips
Keyword(s):  
Job Satisfaction ◽  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Job Attitudes ◽  
Citizenship Behavior ◽  
Content Type ◽  
Confucian Values ◽  
Corporate Social

PurposeThe Western-centric nature of research into corporate social responsibility (CSR) has left gaps in one’s understanding of local culture's role in augmenting or undermining the impact of firms' CSR policies. This paper constructs and tests variables measuring “Confucian values” mediation between Chinese employees' perceived CSR and their job satisfaction, organizational commitment and organizational citizenship behavior.Design/methodology/approachThe hypotheses were tested through structural equation modeling, using data from 311 responses completed by employees at Chinese private companies, located in China's Cheng-Yu economic area (Chongqing and Chengdu).FindingsChinese employees' perceived CSR had a positive significant effect on job attitudes (job satisfaction and organizational commitment). However, perceived CSR had no significant positive impact on organizational citizenship behavior. The authors also found that Confucian values are a partial mediator between perceived CSR and job attitudes and a full mediator between perceived CSR and organizational citizenship behavior.Originality/valueThe results enrich one’s understanding of cultural values in these relationships and suggest further research into how firms and governments in Confucian-based societies can better operationalize Confucian values to argument the firm's and country's CSR identity, thus improving job attitudes and public relations among customers who share this cultural heritage. For non-Confucian societies and foreign firms operating in China, the results encourage searches for Confucian value substitutes, such as trust and education, to incorporate into CSR mechanisms that promote these values among employees. The authors suggest approaches for furthering these agendas.

Future and past negative time perspective influences on job satisfaction and organizational commitment in Mexico and the United States

2016 ◽  
Vol 14 (3) ◽  
pp. 317-338 ◽  
Author(s):  
Daniel Arturo Cernas Ortiz ◽  
Mark A. Davis
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Time Perspective ◽  
Job Attitudes ◽  
The United States ◽  
Future Time Perspective ◽  
Future Time ◽  
Content Type ◽  
The Usa ◽  
Negative Time

Purpose This paper aims to examine the influence of future and past negative time perspectives on job satisfaction and organizational commitment. The effect of national culture (Mexico versus the USA) as a moderator of the above baseline relationships is also analyzed. Design/methodology/approach The research model is tested using survey data drawn from a sample of 287 Mexican and 274 US MBA students (N = 561). Regression analyses were used to test the hypotheses. Findings Future time perspective has a positive relationship with job satisfaction and organizational commitment. Past negative time perspective has a negative association with both job attitudes. The effect of future time perspective on job satisfaction was significantly stronger in Mexico than in the USA. No other significant differences between the countries were found in terms of the time perspective and job attitudes association. Practical implications The results have implications for managing dispositions that affect work-related attitudes and behaviors with consequences for organizational effectiveness. Originality/value The findings suggest that time perspective affects job attitudes. Further, they also suggest that the interplay between future time perspective and culture influences job satisfaction.

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.

Sign in / Sign up

Export Citation Format

Share Document