scholarly journals Dorastanie do lojalności. Lojalność wobec organizacji pracowników pokolenia Y

2018 ◽  
Vol 45 ◽  
pp. 151-167
Author(s):  
Teresa Chirkowska-Smolak
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Generation X ◽  
Generation Y ◽  
Similar Pattern ◽  
Age Groups ◽  
Organizational Factors ◽  
Perceived Justice ◽  
Organizational Loyalty ◽  
The Relationship

The aim of the work is to present the problem of organizational loyalty among representatives of the Y generation, stereotypically perceived as selfish, arrogant and disloyal. Based on the results of three studies (N1 = 336, N2 = 213 and N3 = 118), the level of organizational loyalty in three age groups was compared (younger and older representatives of Generation Y and employees from generation X). There was also analyzed the relationship between loyalty and job satisfaction, and between loyalty, and organizational justice. The obtained results allow to state that loyalty is moderately related to organizational factors (satisfaction, perceived justice) and that a similar pattern of dependence occurs in all distinguished age categories. The results show that loyalty grows with age, and employees by the age of 30 have significantly lower level of loyalty to the organization compared to employees from their parents’ generation.

scholarly journals The Effect of Organizational Justice on Job Satisfaction by Application to the Customs Administration in the State of the Red Sea: أثر العدالة التنظيمية على الرضا الوظيفي بالتطبيق على إدارة الجمارك بولاية البحر الأحمر

2017 ◽  
Vol 1 (3) ◽  
Author(s):  
Amani Abdel - Ati Omar Sheikh Sheikh Jibril Abu Naseeb
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Red Sea ◽  
Study Data ◽  
The State ◽  
Sea State ◽  
Organizational Loyalty ◽  
Descriptive Approach ◽  
Customs Administration ◽  
The Relationship

The study aimed at finding out the effect of organizational justice on the job satisfaction of the employees of the Customs Department in the Red Sea State. The analytical descriptive approach was used to collect the study data from its community of workers in the Customs Department in the State of the Red Sea. A total of 120 questionnaires were retrieved, 83 of which were retrieved, of which 81 were valid for the analysis using the statistical methods of the Vaccronbach coefficient, percentages and frequencies, and the KAI test for independence. The study concluded that there is a statistically significant relationship between: distributive justice, procedural justice, interactive justice, and job satisfaction. The study recommended improving the working conditions, strengthening the relationship between management and employees, paying attention to the system of incentives and rewards, The regulatory equity relationship deals with other variables such as organizational commitment and organizational loyalty.

The relationship between staff organizational loyalty and job satisfaction and enthusiasm

2020 ◽  
Vol 2-3 (20) ◽  
pp. 101-110
Author(s):  
Andrii Trofimov ◽  
◽  
Alina Strymetska ◽  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Relationship Satisfaction ◽  
Market Economy ◽  
Significant Relationship ◽  
Work Conditions ◽  
Satisfaction Questionnaire ◽  
Organizational Loyalty ◽  
The Relationship

Introduction. In a market economy, staff organizational loyalty is one of the key challenges. Aim. To explore the relationship between staff organizational loyalty and their job satisfaction and enthusiasm. Methods: J. Meyer and N. Allen Scale of Organizational Loyalty, Utrecht Scale of Work Enthusiasm, and Integral Job Satisfaction questionnaire. Results. There is a statistically significant relationship between staff job satisfaction and organizational loyalty. Overall staff organizational loyalty has been shown to relate with such scales of work enthusiasm as "energy", "commitment", and "general enthusiasm". Conclusions. Staff organizational loyalty significantly correlates with staff job satisfaction (in particular, with such components of job satisfaction as job achievement satisfaction, colleagues relationship satisfaction, and work conditions satisfaction) and work enthusiasm (in particular, with staff organizational commitment).

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

2021 ◽  
pp. 009385482110361
Author(s):  
Ivan Y. Sun ◽  
Yuning Wu ◽  
Smart E. Otu ◽  
Gilbert C. Aro ◽  
Ikechukwu Charles Akor ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Police Officers ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
African Countries ◽  
Mediating Mechanisms ◽  
The Relationship

Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

The effect of organizational cynicism on job satisfaction

2019 ◽  
Vol 42 (5) ◽  
pp. 625-640 ◽  
Author(s):  
Özgür Kökalan
Keyword(s):  
Job Satisfaction ◽  
Sample Size ◽  
Organizational Justice ◽  
Structural Equation ◽  
Three Dimensions ◽  
Content Type ◽  
Future Studies ◽  
Organizational Cynicism ◽  
Organizational Spirituality ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating roles of organizational spiritual values in the relationship between organizational cycinism and job satisfaction. Design/methodology/approach The sample was selected by using a convenience sampling method. The sample included in 472 employees from different sectors such as higher education, banking, energy and manufacturing industry. Participants filled in organizational cycinism scale, job satisfaction scale and organizational spirituality scale. Comfirmatory factor analysis and structural equation method were used to detect the direction and level of the relationships between parameters. Findings According to the mediating analysis findings, organizational spirituality is the partial reason for the association between behavioral cycinism and job satisfaction. Organizational spirituality is also the full reason for the association between affective cycinism and job satisfaction and the relationship between cognitive cycinism and job satisfaction. This means that organizational spirituality decreases the negative effects of organizational cycinism on job satisfaction. Research limitations/implications This research is not free from limitations just like others. First, the sampling was limited with only four sectors. In future studies, it can be favorable to take data from all other sectors. The second limitation was that organizational spirituality was the only factor that was used to determine the relationships among the three dimensions of organizational cynicism and job satisfaction. The last limitation was regarding the sample size. Although, sample size that was used in this research was enough to conduct all statistical analyses, extended sample size could be used in future studies. Practical implications The results of this research may benefit various stakeholders. While determining organizational spirituality elements in an organization, all the stakeholders’ voices should be included, and their values should be taken into consideration. In addition to this, all institutional employees should be trained about spirituality that exists in the organization, so that all employees will develop a strong bond with other employees and the organization. Moreover, organizational spirituality is closely related to organizational justice. If manager wants organizational spirituality to take root in the institution and eliminate the negativities, it is absolutely necessary to apply organizational justice in each and every matter within the organization. Originality/value There have been no studies exploring the mediating effects of organizational spirituality on the organizational cynicism and job satisfaction relationship. Therefore, this paper could be accepted as original.

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.

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