scholarly journals Does the Effect of Person-Environment Fit on Work Attitudes Vary with Generations? Insights from the Tourism Industry

2017 ◽  
Vol 53 (1) ◽  
pp. 65-83 ◽  
Author(s):  
Marlena A. Bednarska
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Work Engagement ◽  
Generational Differences ◽  
Human Resources Management ◽  
Work Attitudes ◽  
Employee Attitudes ◽  
Tourism Industry ◽  
Service Firms ◽  
Person Environment Fit

AbstractThere is an intrinsic link between the success of service firms and the availability of high-quality human resources, making employee attitudes and behaviors a critical concern for service organizations. This paper examines the role of generational differences in the relationship between person-environment fit, job satisfaction and work engagement in the tourism industry. The study was based on a group of 981 tourism employees in 15 localities in Poland. Data were collected through self-administered paper-based questionnaires. The hypothesized relationships were tested using a hierarchical regression analysis. This research revealed that Generation Y employees experienced lower job satisfaction, lower work engagement, and a lower degree of needs being met in the workplace than did their predecessors. It was also found that person-group fit was a stronger predictor of work attitudes for Millennials. The paper contributes to the ongoing debate on generational diversity in the workplace and its implication for human resources management. Specifically, in the service context, it adds a generational perspective of the person-environment fit influence on work-related attitudes.

scholarly journals Indefinite vs. fixed-term work contracts: the impact over the teachers’ work-engagement

2020 ◽  
Vol 14 (1) ◽  
pp. 893-905
Author(s):  
Sorina Ioana Mişu
Keyword(s):  
Human Resources ◽  
Work Engagement ◽  
Quantitative Research ◽  
Human Resources Management ◽  
Present Moment ◽  
Resources Management ◽  
Strategic Human Resources ◽  
School Year ◽  
State Of Mind ◽  
The Impact

AbstractA teacher’s work during the school year should be seen as a marathon or as a sprint? This paper intends to contribute to the expanding body of literature on the work-engagement issues of education employees from a perspective of strategic human resources management. It investigates how the length of their working contracts influences the level of engagement shown for their work. It was assumed that the existence of an indefinite or a fixed-term work contract brings up aspects such as stability, predictability and coherence for a teacher’s work, all thought to be parts of a positive engagement state of mind. Nevertheless, the acknowledgement and the acceptance of a short time collaboration could bring just as good results if the focus remains on the present moment. In order to gain a better understanding it was performed a quantitative research materialized in a questionnaire, answered by school teachers employed under both forms of contracts. The findings of this study are of value for any of the educational field stakeholders as the system’s human resources are the most valuable asset for a qualitative result. In the end, implications of a predominant engaged or disengaged stuff will be discussed and human resources management suggestions will be made.

scholarly journals How Does Emotional Intelligence Make One Feel Better at Work? The Mediational Role of Work Engagement

2018 ◽  
Vol 15 (9) ◽  
pp. 1909 ◽  
Author(s):  
Natalio Extremera ◽  
Sergio Mérida-López ◽  
Nicolás Sánchez-Álvarez ◽  
Cirenia Quintana-Orts
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Employee Engagement ◽  
Work Engagement ◽  
Demographic Data ◽  
Employee Attitudes ◽  
Multiple Mediation ◽  
Satisfaction Scale ◽  
Mediational Role ◽  
Overall Job Satisfaction

Although previous research has highlighted the association between emotional intelligence (EI) and job satisfaction, the underlying mechanisms remain relatively unexplored. To address this gap, this study examined employee engagement as a potential mediator of the association. A multi-occupational sample of 405 Spanish professionals completed the Wong Law Emotional Intelligence Scale, the Utrecht Work Engagement Scale and an Overall Job Satisfaction Scale as well as providing socio-demographic data. As expected, employees’ EI was positively related to engagement dimensions (vigour, dedication and absorption) as well as overall job satisfaction. Bootstrap estimates from multiple mediation analysis confirmed that employees’ perceived EI was indirectly associated with job satisfaction via vigour and dedication scores, even when controlling for the effects of socio-demographic variables. Similarly, the same pattern was found when multiple mediation was conducted for each EI dimension. Our study contributes to understanding of the processes involved in maintaining and enhancing positive attitudes at work, providing the first, encouraging evidence that work engagement play a role in the EI-job satisfaction link. Our results extend the EI literature by elucidating the pathways through which EI is linked to positive employee attitudes and suggests that intervention programs designed to bolster EI might prove effective at increasing job satisfaction.

Occupational pension scheme: an innovative tool in HRM

2016 ◽  
Vol 14 (2) ◽  
pp. 106-129
Author(s):  
Lucia Garcés-Galdeano ◽  
Carmen García-Olaverri ◽  
Emilio Huerta
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Social Benefits ◽  
Pension Scheme ◽  
Occupational Pension ◽  
Content Type ◽  
Resources Management ◽  
Levene Test ◽  
The Relationship

Purpose This paper aims to recognize whether occupational pension scheme (OPS) is offered in a varied set of measures intended to design a coherent human resources management of people. Second, the authors will study the relationship of these OPS with job satisfaction and job change. The interest of this ultimate goal lies in the relationship between job satisfaction and employee motivation, commitment and loyalty. Design/methodology/approach Statistical methodology is carried out from three approaches. First, a descriptive analysis to define what type of companies are offering these OPS and what positions are occupying the OPS beneficiaries. Second, an exploratory analysis is conducted to establish associations between variables. The authors use the X2 tests with contingency tables and ANOVA of one and two factors. In all cases, the requirement of homoscedasticities is checked through Levene test. Third, the authors conduct a joint analysis between the studied variables. Multiple correspondence analysis is used to analyze the association between certain characteristics of the firm and the fact to offer OPS and other social benefits. Finally, to assess the potential impact of OPS on the decision to change the job, the authors conduct a binary logistic regression analysis, in which the authors used control variables of certain characteristics of the individual and the company. Findings Companies who develop the most innovative human resources management policies offering more training, more social benefits and incentives, are also most likely to implement OPS. The OPS beneficiaries have higher levels of satisfaction and are less likely to change the job, regardless of the position held and salary. Originality/value To the extent that the future is perceived as more uncertain, the savings will be more oriented toward prevision. OPS can be a saving instrument with broad appeal for business and workers. And of course, it can be a tool of differentiation in the recruitment policy, which attract workers to the company over other competitors which do not offer this kind of benefits.

scholarly journals Competitive Capabilities of Small and Medium-Sized Accommodations (SMSAs) in East Coast of Malaysia

2019 ◽  
Vol 1 (1) ◽  
pp. 24-32
Author(s):  
Nur Farah Zafira Zaidi ◽  
Siti Nur ‘Atikah Zulkiffli ◽  
Noor Zatul Iffah Hussin
Keyword(s):  
Human Resources ◽  
East Coast ◽  
Human Resources Management ◽  
Tourism Industry ◽  
Management Innovation ◽  
Innovation Capability ◽  
Resource Based View ◽  
Resources Management ◽  
Competitive Capabilities ◽  
Arts And Culture

The number of small and medium-sized accommodations (SMSAs) has increased in Malaysia in tandem with the growth of the tourism industry worldwide. The states involved in this study were Terengganu, Kelantan and Pahang. The SMSAs in these states are rated using Orchid rating, namely 1-Orchid, 2-Orchid and 3-Orchid, generated by the Ministry of Tourism, Arts and Culture Malaysia (MOTAC). This study applied the Resource-based View (RBV) theory to investigate four factors (marketing management, human resources management, innovation capability management and information technology) assumed to be competitive capabilities that may influence accommodation’s performance. The objective of the study is to examine whether the four factors influence the performance of Orchid-rated accommodations located in the East Coast of West Malaysia. The results revealed that the four factors do not have any relationship with the accommodation’s performance. The analysis also singled out one argument of the director of SMSA that competitive capabilities are not important to their business. This argument coincides with the results of the analysis that the four factors are not significant with regards to the accommodations’ performance.

scholarly journals The Link between HR Attributions and Employees’ Turnover Intentions

2016 ◽  
Vol 18 (1) ◽  
pp. 55 ◽  
Author(s):  
Juliana Caesaria Tandung
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Human Resources Management ◽  
Intention To Leave ◽  
Individual Level ◽  
Hr Practices ◽  
And Behavior ◽  
Attitudes And Behavior

Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm’s performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the employees’ attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees’ attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave.

scholarly journals Human resources management practice, job satisfaction and affective organisational commitment relationships: The effects of ethnic similarity and difference

2019 ◽  
Vol 45 ◽  
Author(s):  
Okechukwu E. Amah ◽  
Kabiru Oyetunde
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Ethnic Diversity ◽  
Management Practice ◽  
Human Resources Management ◽  
Organisational Commitment ◽  
Cross Sectional ◽  
Resources Management ◽  
Ethnic Similarity ◽  
Attribution Process

Orientation: The study explored how ethnicity affects the expected relationships among human resources management practice (HRMP), job satisfaction and affective organisational commitment.Research purpose: To establish how ethnicity affects the interpretation of organisationally provided HRMP, and how this interpretation affects the relationships among the study variables.Motivation for the study: Interest has moved from HRMP outcomes to how employees attribute meaning to existing HRMP. Hence, there is a need to study the variables that affect the attribution process and their effects on the effectiveness of HRMP.Research approach/design and method: The study was quantitative and utilised cross-sectional research design. Participants consisted of 450 employees from eight organisations in Nigeria.Main findings: Results indicated that HRMP is positively related to job satisfaction and organisational commitment, and ethnicity is negatively related to job satisfaction and organisational commitment. Ethnicity moderated the relationships among HRMP, job satisfaction and organisational commitment.Practical/managerial implications: Ethnicity affected the relationships among HRMP, job satisfaction and affective organisational commitment; hence, organisations may not be deriving the full anticipated benefits of HRMP. It was suggested that organisations should train managers to adopt positive behaviours that would enhance the management of ethnic diversity and reduce the negative effects of ethnicity.Contribution/value-add: Ethnic similarity has cultural significance in Nigeria and is known to affect managers’ and employees’ behaviour and the sharing of organisational benefits in the workplace. However, studies involving its role in HRMP attribution process are lacking. Hence, this study makes a valuable contribution to how ethnicity affects attribution in HRMP studies.

Managing Intrapreneurial Employees in Internationalized Services

2016 ◽  
pp. 1721-1737
Author(s):  
Maria de Lurdes Calisto
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
The Other ◽  
Service Firms ◽  
Strategic Human Resources ◽  
Autonomous Behavior ◽  
Strategic Human Resources Management ◽  
Management Policies ◽  
The One ◽  
Policies And Practices

One of the most relevant sources of innovation for services is related to bottom-up informal processes that might originate anywhere in the organization, resulting from the autonomous behavior of individuals – i.e. intrapreneurial behavior. On the one hand, intrapreneurial behavior is particularly relevant for service firms because of the strategic importance of employee-client interactions. On the other hand, there is growing recognition in the literature as to the potential role played by a multinational workforce in innovation and organizational learning. The author's goal with this chapter is to provide the reader with insights on how strategic human resources management policies and practices are essential to provide the necessary environment for intrapreneurial behavior to emerge in service firms, and how these policies and practices have to take into account the circumstances of a multinational workforce.

Are Employee Benefit Programs Being Given Enough Credit for Their Effect on Employee Attitudes?

2012 ◽  
Vol 44 (5) ◽  
pp. 291-297
Author(s):  
Frank L. Giancola
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Organizational Behavior ◽  
Professional Associations ◽  
Employee Attitudes ◽  
Employee Benefit ◽  
Employee Survey ◽  
The Past ◽  
Employee Attraction ◽  
The Difference

Over the past 10 years, human resources (HR) professionals have shown a tendency to underestimate the importance that employees place on employee benefit programs in terms of job satisfaction and employee attraction. Surveys show that employees value benefits over most other HR programs and that HR professionals are not in tune with those preferences. Possible reasons for the difference in opinion are that HR professionals are unaware of employee survey findings, the lack of respect sometimes given to benefit programs by HR professional associations and consultants and outdated job satisfaction studies cited in human resource and organizational behavior textbooks.

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