scholarly journals Workplace Bullying, Emotions, and Outcomes

2012 ◽  
Vol 27 (3) ◽  
pp. 360-377 ◽  
Author(s):  
Lars Glasø ◽  
Guy Notelaers
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Workplace Bullying ◽  
Intention To Leave ◽  
Emotional Experiences ◽  
Affective Events Theory ◽  
Occupational Outcomes ◽  
Affective Events ◽  
The Relationship

This study examines emotional experiences as potential mediators between exposure to workplace bullying and job satisfaction, organizational commitment, and intention to leave the organization, respectively. A total of 5,520 respondents participated in the study. Drawing upon affective events theory (AET), the results show that emotions partly mediate these relationships and, hence, support the notion that emotions play a central part in the relationship between bullying and essential occupational outcomes.

An Application of Affective Events Theory to Workplace Bullying

2011 ◽  
Vol 16 (3) ◽  
pp. 198-208 ◽  
Author(s):  
Lars Glasø ◽  
Tina Løkke Vie ◽  
Gry Rotnes Holmdal ◽  
Ståle Einarsen
Keyword(s):  
Job Satisfaction ◽  
Trait Anxiety ◽  
Workplace Bullying ◽  
Intention To Leave ◽  
Trait Anger ◽  
Emotional Experiences ◽  
Affective Events Theory ◽  
Potential Mediator ◽  
Affective Events ◽  
The Relationship

Within the framework of Affective Events Theory (AET), this study examines emotional experiences as a potential mediator between exposure to bullying and job satisfaction and intention to leave, respectively. We also investigate to what extent trait anxiety and trait anger moderate the relationships between these variables. The results show that the relationships between bullying and both job satisfaction and intentions to leave are partly mediated by the targets’ emotional experiences. Trait anxiety moderates the relationship between exposure to bullying and the targets’ negative emotions. Trait anxiety and trait anger did not moderate the relationship between bullying and the outcomes. The results support the validity of AET, while simultaneously indicating exposure to bullying as a strong stressor in its own right.

scholarly journals Organizational commitment, job satisfaction and intention to leave: A comparative analysis between part-time and full-time faculties

2008 ◽  
Vol 16 ◽  
pp. 22
Author(s):  
Pep Simo ◽  
Jose M Sallan ◽  
Vicenç Fernandez
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Commitment ◽  
Intention To Leave ◽  
Full Time ◽  
Time Work ◽  
Part Time ◽  
The Relationship ◽  
Time Faculty ◽  
Part Time Work

The importance of part-time work has been growing in recent years, due to its significant increase in today's societies, and higher education institutions have not been alien to this trend. The present research tries to study the relationship between organizational commitment and job satisfaction with the intention to leave the institution, comparing part-time and full-time faculty. An empirical research, grounded in the model proposed by Currivan (1999), has been undertaken, with a sample of faculty of ETSEIAT, a college of the Technical University of Catalonia. Results show the existence of the relationships with organizational commitment, job satisfaction and intention to leave predicted in the literature, and significant differences in job satisfaction and organizational commitment between part-time and full-time faculty. The paper ends with some proposals of further research.

scholarly journals The Influence of Organizational Justice on Intention to Leave: Examining the Mediating Role of Organizational Commitment and Job Satisfaction

2017 ◽  
Vol 8 (1) ◽  
pp. 18 ◽  
Author(s):  
Mohammad Hani Al-Kilani
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Response Rate ◽  
Intention To Leave ◽  
Intentions To Leave ◽  
Mediating Role ◽  
The Relationship

The current study was conducted on the employees of a Jordanian governmental department that has 240 employees, using a questionnaire. The number of the returned questionnaires was 150, achieving response rate of 62.5%. The influences of organizational justice, organizational commitment and job satisfaction on employees’ intention to leave their job were scrutinized and were supported. The mediating roles of organizational commitment and job satisfaction in the relationship between organizational justice and intention to leave were investigated and corroborated. As previous research supported the relations between the studied variables, the contribution of this study is the suggested and corroborated conceivable succession for the effects of the precursors of employees’ intentions to leave their jobs, which demonstrate its significance. The implications and limitations of this study are presented.

scholarly journals Pengaruh Kepuasan Kerja dan Komitmen Organisasi Terhadap Intention to Leave di Rumah Sakit Pura Raharja Surabaya

2018 ◽  
Vol 5 (2) ◽  
pp. 99
Author(s):  
Muhammad Faris Rahmat Putra
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Career Development ◽  
Random Sampling ◽  
Simple Random Sampling ◽  
Intention To Leave ◽  
Cross Sectional Study ◽  
Sectional Study ◽  
Cross Sectional ◽  
The Relationship

Turnover can be detrimented to the organization both in terms of cost, resources, and motivation of employees. The purpose is to determine the relationship variables on job satisfaction and commitment with the intention to leave. The method is an observational study with cross-sectional study. Samples from this study are employees Pura Raharja Hospital Surabaya who meet the criteria that respondents who are still within reach of researchers and respondents are willing to fill out a questionnaire study. Samples were calculated using simple random sampling and obtained by 50 respondents and the value of α = 0.05. The results of linear regression showed that the intention to leave the job is job satisfaction, career development job satisfaction and organizational commitment. The value of significance job satisfaction that is equal to 0,004 jobs, job satisfaction significant value that is equal to 0,04, career development and organizational commitment of significant value that is equal to 0.027. The variables that do not affect the intention to leave are a co-worker job satisfaction, job satisfaction wages, job satisfaction supervision and work commitments. The conclusion of this study is Job satisfaction affects the intention to leave and also commitments affect the intention to leave. Keywords: commitment, intention to leave, job satisfaction, turnover 

Drivers of intrapreneurship: an affective events theory viewpoint

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yariv Itzkovich ◽  
Sibylle Heilbrunn ◽  
Niva Dolev
Keyword(s):  
Job Satisfaction ◽  
Job Insecurity ◽  
Affective Events Theory ◽  
Content Type ◽  
Study Results ◽  
Affective Events ◽  
Antecedents And Consequences ◽  
The Impact ◽  
First Time ◽  
The Relationship

PurposeIn the current study framework, the authors test the underlying assumptions of affective events theory concerning the impact of job satisfaction and job insecurity driven by incivility on intrapreneurial behaviour.Design/methodology/approachData were collected with a sample of 510 employees from five organisations. All hypotheses were tested via SmartPLS3. Additionally, a distinction between formative and reflective measures was performed.FindingsFindings revealed that incivility decreases intrapreneurial behaviour, mediated by job satisfaction and job insecurity. Additionally, this study’s results show that the relationship between job satisfaction and job insecurity and intrapreneurial behaviour distinguishes unionised employees from employees who are not unionised.Research limitations/implicationsThe cross-sectional nature of the present data precluded definitive statements about causality. Additionally, further studies should increase the sample size and include an international perspective to ensure the overall generalisability of the results.Practical implicationsPractically, this study’s findings point to the need for organisational management to understand better underlying employees' perceptions and their antecedents and consequences.Originality/valueThe study results contribute to the literature by testing the core assumptions of affective events theory and by extending the affective events theory model, incorporating contextual influences on the relationship between attitudes and behaviours. The authors also show for the first time that incivility can be directly (compared to indirectly) linked to emotional-based responses, but not to those responses driven by cognitive appraisals. Thus, the study also contributes to the incivility literature and the understanding of various antecedents and consequences of incivility. Additionally, this study addressed the notion of formative versus reflective measurement models for the first time relating to incivility and intrapreneurial behaviour, allowing for more sensitive and less biased results. Herein lies an additional methodological contribution.

Does the relationship between person–organization fit and work attitudes differ for blue-collar and white-collar employees?

2017 ◽  
Vol 40 (10) ◽  
pp. 1081-1099 ◽  
Author(s):  
Mehlika Saraç ◽  
Bilçin Meydan ◽  
Ismail Efil
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
White Collar ◽  
Intention To Leave ◽  
Work Attitudes ◽  
Blue Collar ◽  
Equation Modeling ◽  
Content Type ◽  
Person Organization Fit ◽  
The Relationship

Purpose Most employee attitudes and behaviors are determined by both personal and situational characteristics. Studies on person–organization fit (POF), which is defined as the congruence between individual and organizational values, also support this assumption. Employees who perceive high POF have high positive work attitudes and low intention to leave. However, this study assumes that the relationship between perceived POF and work attitudes may be different with respect to employees’ status and aims to investigate how perceived POF may differ in consequences among blue-collar and white-collar employees. Design/methodology/approach Multiple group analysis of structural equation modeling (SEM) was conducted to test the moderation effect of employee status on the relationship between perceived POF and work attitudes. Findings Results indicated that the relationship between perceived POF and organizational commitment, job satisfaction, organizational identification and intention to leave differ with respect to individual’s status (blue-collar–white collar). As the status of the individuals increases, the relationship between POF and work attitudes (organizational commitment, job satisfaction and organization identification) becomes weaker. Originality/value Rather than just focusing results of POF, this study focuses on moderating variables that differentiate the relationship between POF and outcomes by considering individual differences caused by different motivation and abilities.

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

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).

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