scholarly journals The Impact Of Extrinsic Motivational Dissatisfiers On Employee Level Of Job Satisfaction And Commitment Resulting In The Intent To Turnover

2010 ◽  
Vol 8 (9) ◽  
Author(s):  
Michael Pepe
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Intent To Leave ◽  
Supervisor Support ◽  
Support Staff ◽  
Font Size ◽  
Intent To Turnover ◽  
Perceived Supervisor Support ◽  
The Impact ◽  
The Relationship

<p class="MsoNormalCxSpFirst" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none; mso-add-space: auto;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">This study examines the relationship between Extrinsic motivational factors such as Perceived Supervisor Support (PSS) and job satisfaction, organizational commitment and the intent to leave. Using a sample of 46 managers and clerical support staff at a Supermarket retailer, the findings indicate that as employees&rsquo; perception of Supervisor Support increases, their organizational commitment (affective and continuance) and job satisfaction significantly increase. Also, as employee organizational commitment (affective and continuance) and job satisfaction increase, their intent to leave significantly decreases.</span></span></p>

scholarly journals The Relationship among Emotional Leadership, Job Satisfaction and Organizational Commitment: Taking China’s Hotel Industry as an Example

2020 ◽  
Vol 218 ◽  
pp. 04014
Author(s):  
Yixing Jin ◽  
Peiying Wu ◽  
Cheng Lin ◽  
Yingda Wang
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Hotel Industry ◽  
Mediating Role ◽  
Positive Effects ◽  
Emotional Leadership ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

This study investigated the impact of emotional leadership of leaders on organizational commitment of hotel employees, as well as the mediating role of job satisfaction. The results indicate that: (1) Emotional leadership and job satisfaction have positive effects on organizational commitment. (2) Emotional leadership has a positive effect on job satisfaction. (3) Job satisfaction plays a mediating role between emotional leadership and organizational commitment.

scholarly journals The Effect Of Organizational Learning On Organizational Commitment, Job Satisfaction And Work Performance

2011 ◽  
Vol 25 (6) ◽  
Author(s):  
Raduan Che Rose ◽  
Naresh Kumar ◽  
Ong Gua Pak
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Literature Review ◽  
Public Service ◽  
Work Performance ◽  
Future Research ◽  
Font Size ◽  
The Relationship ◽  
Service Managers

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="color: black; font-size: 10pt; mso-ansi-language: EN-GB;" lang="EN-GB"><span style="font-family: Times New Roman;">The literature review reveals that there is a relationship between organizational learning organizational commitment, job satisfaction and work performance. However, it is apparent that the integrated relationships between these variables have not been found to be reported. Hence, we examine the relationship among these variables using a sample of public service managers in Malaysia. Organizational learning was found positively related to organizational commitment, job satisfaction, and work performance. Organizational commitment and job satisfaction are also positively related with work performance and these variables partially mediate the relationship between organizational learning and work performance. Implication of the study and suggestions for future research been discussed in this paper.</span></span></p>

scholarly journals Psychological empowerment and employee attitudinal outcomes

2019 ◽  
Vol 42 (7) ◽  
pp. 797-817
Author(s):  
Tazeem Ali Shah ◽  
Mohammad Nisar Khattak ◽  
Roxanne Zolin ◽  
Syed Zulfiqar Ali Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
The Impact ◽  
The Relationship

Purpose The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions. Design/methodology/approach To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2. Findings Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention. Research limitations/implications This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality. Practical implications Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention. Originality/value Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

scholarly journals Impact of Mentoring on Organizational Commitment and Job Satisfaction of Accounting-Finance Academicians Employed in Turkey

2013 ◽  
Vol 3 (2) ◽  
pp. 1-28 ◽  
Author(s):  
Ayşe Tansel Çetin ◽  
Cevdet Kızıl ◽  
Halil İbrahim Zengin
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Primary Objective ◽  
Survey Method ◽  
The Impact ◽  
The Relationship

The primary objective of this paper is to investigate the impact of mentoring on organizational commitment and job satisfaction of accounting-finance academicians employed in Turkey. Survey method is utilized in order to reach this goal and questionnaires are distributed to test the effect of mentoring on Turkish accounting-finance scholars’ organizational commitment and job satisfaction. This paper contributes to the literature by pointing out the relationship among mentoring, organizational commitment and job satisfaction, which in turn leads to more efficient mentoring management and necessary measures in Turkish accounting-finance community.

scholarly journals The Impact of Supervisor Support on Employees’ Psychological Wellbeing: A Parallel Mediation Analysis of Work-To-Family Conflict and Job Satisfaction

2020 ◽  
Vol 13 (11) ◽  
pp. 41
Author(s):  
Erasmus Keli Swanzy
Keyword(s):  
Job Satisfaction ◽  
Mediation Analysis ◽  
Family Conflict ◽  
Negative Impact ◽  
Positive Impact ◽  
Supervisor Support ◽  
Psychological Wellbeing ◽  
Cape Coast ◽  
The Impact ◽  
The Relationship

This study tries to examine the influence of work-to-family conflict and job satisfaction on the relationship between supervisor support and the psychological wellbeing of 290 administrative workers at the University of Cape Coast, Ghana. The results of the parallel mediation analysis showed that supervisor support had a significant positive impact on employees&rsquo; psychological wellbeing and job satisfaction and also had a significant negative impact on employees&rsquo; work-to-family conflict. Moreover, the study found a direct positive effect of employees&rsquo; job satisfaction on their psychological wellbeing but did not find a direct negative effect of employees&rsquo; work-to-family conflict on their psychological wellbeing. In addition, job satisfaction mediated the association between supervisor support and the psychological wellbeing of employees. The study however found no evidence of the mediating influence of work-to-family conflict on the relationship between supervisor support and employees&rsquo; psychological wellbeing. Both theoretical and practical implications were further discussed.

The Impact of Perceived Organizational Politics on Work Attitudes

2014 ◽  
Vol 5 (2) ◽  
pp. 1-13 ◽  
Author(s):  
Prerna Chhetri ◽  
Nikhat Afshan ◽  
Srabasti Chatterjee
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Negative Impact ◽  
Organizational Politics ◽  
Workplace Attitudes ◽  
The Impact ◽  
The Relationship

An understanding of politics at workplace is of utmost importance as it is an inherent part of workplace activities. It is evident in processes such as decision making, allocation of resources. This study investigated the effect of perceived organizational politics (POP) on workplace attitudes such as job satisfaction, organizational commitment and turnover intentions. Further, the paper investigated the role of Leader-Member-Exchange (LMX) on the relationship between perceived organizational politics and workplace attitude. The hypothesized relationship was tested on a sample of 228 employees from Indian IT sector. Factor Analysis on POP suggested that variables can be summarized by two factors; Perceived Politics in organizational management (POP1) and Perceived Politics in co-workers (POP2). The findings suggest that there exists a negative relation between POP and workplace attitude. The results show that incase of the relationship between POP and workplace attitude, the part of organizational politics related to management has shown a significant negative impact on organizational commitment, job satisfaction, and a positive relation to turnover intention. With regard to the role of LMX in the relation between POP and workplace attitudes, results of LMX as a moderator have confirmed to the hypothesis.

Leader-member exchange and intent to turnover

2014 ◽  
Vol 37 (2) ◽  
pp. 110-129 ◽  
Author(s):  
Hossam M. Abu Elanain
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Role Conflict ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Staff Turnover ◽  
Content Type ◽  
Leadership Quality ◽  
The Impact ◽  
The Relationship

Purpose – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues. Design/methodology/approach – Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses. Findings – Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions. Research limitations/implications – The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained. Practical implications – The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention. Originality/value – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.

Assessing the Relationship between Participation in Decision Making, Job Satisfaction and Multiple Commitments

2015 ◽  
Vol 6 (1) ◽  
Author(s):  
Shilpi Saha ◽  
S. Pavan Kumar
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Commitment ◽  
Public Sector ◽  
Structural Equation ◽  
Organisational Commitment ◽  
The People ◽  
Participation In Decision Making ◽  
The Impact ◽  
The Relationship

This study assesses the impact of participation in decision making on job satisfaction, organisational commitment and group commitment. It also seeks to fill the void about the extent of participation in decision making and commitment in Indian public sector undertakings (PSUs). Data were collected from 397 employees working in these different organizations. Structural equation modelling was used to examine the hypothesised relationships. The findings of the present study indicated that participation in decision making had significant relationship with job satisfaction. Job satisfaction was positively related to organisational commitment and group commitment. Participation in decision making has significant impact on organizational commitment but not on group commitment. Group commitment did not have significant impact on organizational commitment. Results suggest that participation in decision making is a key element as it enhances satisfaction of employees with the organization. The implications of these findings for the people holding key managerial responsibilities in public sector undertakings have been discussed.

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