scholarly journals The mediating role of hotel employees’ job satisfaction and performance in the relationship between authentic leadership and organizational performance

2021 ◽  
Vol 26 (1) ◽  
pp. 97-110
Author(s):  
Marija Kaštelan Mrak ◽  
Sanda Grudić Kvasić
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Empirical Support ◽  
Leadership Theory ◽  
Positive Leadership ◽  
Organizational Behaviour ◽  
Mediating Role ◽  
And Performance

Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible organizational structure, are more likely to enhance desirable employees’ attitudes and behaviours, resulting in improved organizational performance.

Job Satisfaction as a Mediator in the Relationship Between Performance Appraisal and Voice Behavior

2014 ◽  
Vol 42 (8) ◽  
pp. 1315-1323 ◽  
Author(s):  
Xu Zhang ◽  
Bei Hu ◽  
Min Qiu
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Positive Impact ◽  
Industrial Clusters ◽  
Positive Influence ◽  
Mediating Effect ◽  
High Tech ◽  
Voice Behavior ◽  
Mediating Role ◽  
The Relationship

We explored the mediating effect of job satisfaction in the relationship between employees' performance appraisal and their voice behavior. A questionnaire was administered to 864 employees at enterprises representing high-tech industrial clusters from 5 cities in China. Developmental performance appraisal was found to have a more positive influence on employees' voice behavior than evaluative performance appraisal did. Compared with prohibitive voice behavior, both developmental and evaluative types of performance appraisal had a more positive impact on promotive voice behavior, and job satisfaction was found to play a mediating role in the relationship between these variables.

scholarly journals How authentic leadership promotes individual performance

2018 ◽  
Vol 67 (9) ◽  
pp. 1585-1607 ◽  
Author(s):  
Neuza Ribeiro ◽  
Ana Patrícia Duarte ◽  
Rita Filipe
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Positive Impact ◽  
Civic Virtue ◽  
Individual Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to provide a more comprehensive understanding of how authentic leadership (AL) can affect individual performance through creativity and organizational citizenship behavior (OCB)’s mediating roles. Design/methodology/approach The sample included 177 leader-follower dyads from 26 private and small and medium-sized organizations. Followers reported their perceptions of AL, and leaders assessed each follower’s level of creativity, individual performance and OCB. Findings The findings show that AL has a positive impact on OCB (i.e. altruism, sportsmanship, civic virtue, conscientiousness and courtesy), employee creativity, and individual performance. Creativity partially mediates the relationship between AL and individual performance. Some dimensions of OCB, namely, altruism, civic virtue and courtesy, also play a mediating role in this relationship. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only AL’s influence on individual performance but also other psychosocial variables affecting that relationship. Practical implications Organizations can increase employees’ creativity, OCB and individual performance by encouraging managers to adopt more AL styles. Originality/value This study is the first to integrate AL, creativity, OCB and individual performance into a single research model, thereby extending previous research. The study also used a double-source method to collect data (i.e. leader-follower dyads) to minimize the risk of introducing common-method variance.

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

The Impact of Strategy And Structure On The Organizational Performance of Restaurant Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Eliza Ching-Yick Tse ◽  
Michael D. Olsen
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Organizational Performance ◽  
Positive Impact ◽  
Strategy Implementation ◽  
Management Literature ◽  
Primary Means ◽  
Restaurant Firms ◽  
And Performance ◽  
The Impact

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

Shared Leadership and Team Performance

2019 ◽  
pp. 311-325
Author(s):  
Ana Martins ◽  
Isabel Martins
Keyword(s):  
Problem Solving ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Shared Leadership ◽  
Positive Impact ◽  
Employee Performance ◽  
The Self ◽  
Social And Emotional ◽  
And Performance ◽  
Team Trust

This chapter contributes to the existing evidence on the constructs of shared leadership, social, and emotional capitals to demonstrate their significant galvanizing effect on team and organizational performance through trust. This study aimed to ascertain how leadership self-efficacy might influence shared leadership team, trust, and performance in this IT Company. Managers with self-reported ratings for the self-efficacy attributes cluster of leadership demonstrate greater probability of improving both perceived and actual employee performance. The emerging results concur with the aforementioned premise because these appear to emphasize the leadership self-efficacy attributes cluster of problem solving. These results may have a positive impact on the team and organizational performance as a whole.

Impact of Psychological Contract on Employees' Performance

2022 ◽  
pp. 55-72
Author(s):  
Geeta Sachdeva
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Psychological Contract ◽  
Turnover Intentions ◽  
Positive Impact ◽  
Citizenship Behavior ◽  
Organization Citizenship Behavior ◽  
Financial Contract ◽  
And Performance ◽  
A Company

The performance of employees defines the competitive advantage of the company in current ferocious competition, and it affects the long-standing growth of the company. If a company inspires its workforce merely by the means of financial contract, then the company will not be in the position to gain the effective and efficient performances from its employees. Because apart from this financial contract, psychological contract also upsets attitudes and performance of the employees at the workplace. The spirit of the firms is the employees, and the implementation of the psychological contract can effectually decrease the turnover rate of employees and consequently increase their efficiency at the workplace. In the current chapter, first of all an attempt has been made to elucidate the concept and development process of psychological contract. After that it is endeavored to highlight the positive impact of psychological contract on employees' performances such as job satisfaction, organizational commitment, job performance, organization citizenship behavior, and turnover intentions.

Linking leader power use and performance: The mediating role of follower satisfaction and commitment

2019 ◽  
pp. 1-21 ◽  
Author(s):  
Peter J. Reiley ◽  
Rick R. Jacobs
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Future Research ◽  
Air Force Academy ◽  
Mediating Role ◽  
Follower Satisfaction ◽  
And Performance

AbstractThis study examined the intermediate role job satisfaction and organizational commitment play between leaders' perceived use of power and followers' performance. Based on a sample of 365 cadets at the U.S. Air Force Academy, this study found followers' job satisfaction and commitment mediated the positive relationships between their leaders' use of expert, referent, and reward power and the followers' organizational citizenship behavior. Further, while the use of legitimate or coercive power were both related negatively to followers' in-role job performance, these relationships were not mediated by the followers' job satisfaction or organizational commitment. This study then discusses the practical implications of these findings, highlights its theoretical contributions toward understanding power's direct and indirect relationships with performance in the leadership dynamic, and recommends future research avenues to leverage and build upon these findings.

Performance Implications of Management Ideas

2019 ◽  
pp. 373-390
Author(s):  
Christopher Wickert ◽  
Jost Sieweke ◽  
Riku Ruotsalainen
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Positive Relationship ◽  
Empirical Support ◽  
Superior Performance ◽  
Future Research ◽  
Knowledge Resources ◽  
Relational Resources ◽  
And Performance

Consultants and business gurus have stressed the positive implications of management ideas for performance. However, the evidence on whether management ideas lead to superior performance remains ambiguous. This chapter scrutinizes the link between management ideas and performance. It begins by reviewing research on technological resources-focused ideas, human resources-focused ideas, relational resources-focused ideas, and knowledge resources-focused ideas and shows that there is empirical support for a positive relationship between management ideas and organizational performance. However, this positive link only materializes and holds under certain conditions, which complicate the efforts of managers and organizations to reap the benefits of management ideas. The authors discuss two of these complications: the ‘performance dilemmas of management ideas’ and the ‘sustainability paradox of management ideas’. The chapter ends with a discussion of avenues for future research.

scholarly journals The Mediating Role of Job Satisfaction in the Relationship between Compensation and Work Environment on Performance

2021 ◽  
Vol 6 (2) ◽  
pp. 110-116
Author(s):  
Ilzar Daud ◽  
Nur Afifah
Keyword(s):  
Job Satisfaction ◽  
Developing Countries ◽  
Work Environment ◽  
Significant Relationship ◽  
Jel Classification ◽  
Mediating Role ◽  
Census Techniques ◽  
And Performance ◽  
The Relationship

Objective - The purpose of this study is to identify the relationship between compensation and work environment on performance through job satisfaction. Methodology/Technique - The population in this study is 150 employees from a State-Owned Bank. The sampling method uses census techniques so that the number of samples used is 150 employees. The research data was collected using a questionnaire, which is then analyzed using a path analysis technique (SPSS software) to examine the relationships among the constructs, which are: compensation, work environment, job satisfaction and performance. Findings –The results of this study indicate that compensation has a significant relationship between job satisfaction, and the work environment has a significant relationship on job satisfaction. The results also prove that compensation has no relationship on performance, work environment has a significant relationship on performance, and job satisfaction has a significant relationship on performance. The results of this study also indicate that as an indirect effect, compensation has a significant relationship on performance through job satisfaction and the work environment has a significant relationship on performance through job satisfaction. Novelty - Previous studies have been carried out in many western countries, raising doubts about generalizations in the same research results in developing countries such as Indonesia. Therefore, the novelty in this study is carried out in the context of developing countries, especially in State-Owned Banks in West Kalimantan, Indonesia. Type of Paper: Empirical. JEL Classification: L22, M12, M19. Keywords: Compensation; Work Environment; Job Satisfaction; Performance Reference to this paper should be made as follows: Daud, I; Afifah, N. (2021). The Mediating Role of Job Satisfaction in the Relationship between Compensation and Work Environment on Performance, Journal of Management and Marketing Review, 6(2) 110 – 116. https://doi.org/10.35609/jmmr.2021.6.2(2)

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

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