Age, Gender, and Cognitive Style Differneces in IS Professionals

2011 ◽  
pp. 19-24
Author(s):  
Michael J. Gallivan
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Organizational Commitment ◽  
Cognitive Style ◽  
Turnover Intentions ◽  
Demographic Variables ◽  
Scholarly Journals ◽  
Men And Women ◽  
Explanatory Variables ◽  
Is Professionals

There is a long tradition of research on IS professionals that has examined potential gender differences between men and women, beginning with early studies by Igbaria and his colleagues (Guimaraes & Igbaria 1992; Igbaria & Chidambaram 1997; Igbaria & Siegel 1992). While these and many subsequent studies posited differences between men and women IS professionals, very few differences have been found—particularly for variables that are commonly studied: job satisfaction, turnover intentions, organizational commitment, and stress. I first summarize the results from many survey studies published in leading IS scholarly journals, as a way to frame my research on the adaptation of IS professionals to innovations in work practices. Then I summarize my program of research examining demographic variables, including age, gender and cognitive style differences as explanatory variables for a range of outcomes among IS professionals.

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.

Gender differences on job satisfaction of the five‐star hotel employees

2012 ◽  
Vol 24 (7) ◽  
pp. 1047-1065 ◽  
Author(s):  
Derya Kara ◽  
Muzaffer Uysal ◽  
Vincent P. Magnini
Keyword(s):  
Job Satisfaction ◽  
Gender Differences ◽  
Demographic Variables ◽  
Content Type ◽  
Hotel Employees ◽  
Tourism Sector ◽  
Study Results ◽  
Job Conditions ◽  
Using Data ◽  
Personal Fulfillment

PurposeThe purpose of this research is to examine gender differences while controlling for select variables on job satisfaction using data collected from employees in the hospitality industry.Design/methodology/approachThe study was conducted on 397 employees (234 males and 163 females) in five‐star hotels in Ankara, Turkey.FindingsThe level of job satisfaction is determined by four factors: “management conditions”, “personal fulfillment”, “using ability in the job”, and “job conditions”. The study results show that significant gender differences exist with regard to the “using ability in the job” dimension of job satisfaction. After controlling such variables as age, marital status, monthly income level, education, type of department, position held, length of time in the organization, length of time in the tourism sector, and frequency of job change, most gender differences remained significant.Research limitations/implicationsThe use of hotel employees solely representing five‐star hotels may be considered a limitation of this study. The results provide information that can be utilized in understanding, maintaining, and increasing the satisfaction levels of both female and male employees. The findings indicate that fairness and equity in salary and wages are effective tools to increase the job satisfaction levels of male and female employees.Originality/valueThis study focuses on the identification of gender‐specific drivers of job satisfaction while controlling for select demographic variables. The study provides insight into employees' perceptions of certain aspects of the nature of the hospitality and tourism sector in Turkey.

scholarly journals Job Satisfaction and Organizational Commitment: Valid Predictors of Turnover Intentions

2020 ◽  
Vol 6 (4) ◽  
pp. 931-939
Author(s):  
Uzma Ashiq ◽  
Nargis Abbas ◽  
Syed Salman Hassan ◽  
Usman Riaz Mir
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Banking Sector ◽  
Turnover Intentions ◽  
Economic Condition ◽  
Critical Issue ◽  
Influential Factors ◽  
Conventional Banks ◽  
The Impact ◽  
Survey Questionnaires

Human resource capital is the most strategic part of any organization. Retention of human resources is a critical issue these days. Keeping in view the importance of human capital and its retention, present study aimed to explore the impact of two strong predictors, job satisfaction and organizational commitment, on turnover intentions of employees in banking sector of Pakistan. 250 Survey questionnaires are distributed in Islamic and Conventional banks to elicit responses of professionals among which 207 questionnaires are returned and used for analysis. Findings reveal surprisingly contradictory results from previous studies. Job Satisfaction and organizational commitment are having very negligible impact on turnover intentions. Although employees are not much satisfied as well as committed with the organization but still they have minimal intention towards leaving the organization. Results indicated that turnover intentions of employees in banking sector of Pakistan depend on various other factors. Results are surprising but the paradox can be understood by keeping in view few demographics of respondents as well as the economic condition of the country. The study has significant decision-making implications for banks and called for an urgently inquiry about those influential factors that largely affect the turnover intentions of their employees. In addition, banks also need to apply measures to enhance the job satisfaction and organizational commitment as empirical results indicate very less satisfaction and commitment of employees.

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.

scholarly journals The Impact of Organizational Commitment on Job Satisfaction: A Study of Employees at Nigerian Universities

2012 ◽  
Vol 2 (2) ◽  
pp. 1 ◽  
Author(s):  
Bola Adekola
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Universities ◽  
Turnover Intentions ◽  
Private Universities ◽  
Private University ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
The Impact

Researchers have hypothesized that there is a significant difference in the degree of Organizational commitment in Public and Private Universities. This was tested in the Public and Private University system to ascertain the veracity of this hypothesis. Data were collected from 150 employees consisting of academic and Administrative and technical staff from both the public Universities and the Private Universities. The results revealed that employees in Public Universities have greater degree of organizational commitment in comparison to Private Universities. Also, job satisfaction increases or decreases based on increase or decrease in organizational commitment. Obtained results were in the line of the hypotheses. In terms of organizational commitment; a significant difference was noticed between Public and Private Universities. Against expectation, employees of Public Universities exhibited higher degree of organizational commitment as compared to those of Private Universities. Most importantly, organizational commitment is being proven as the catalyst for enhancing job satisfaction level of employees.   Keywords: Organization’s Goals, Performance, Effectiveness, Leadership Styles, Trust within the Organization, Employment Status, Training, Turnover Intentions.

scholarly journals The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chanki Moon ◽  
Catarina Morais ◽  
Georgina Randsley de Moura ◽  
Ayse K. Uskul
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Structure ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Structure Study ◽  
Workplace Deviance ◽  
Content Type ◽  
Deviant Behaviors

Purpose This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach Two studies (N = 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N = 272) manipulated deviant status and organizational structure. Study 2 (N = 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).

scholarly journals Toward a “Dashboard” Indicator of Retention in U.S. Navy Personnel

2020 ◽  
Author(s):  
Marcus K Taylor ◽  
Lisa M Hernández ◽  
A Monique Clinton-Sherrod
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Regression Models ◽  
Affective Organizational Commitment ◽  
Career Intentions ◽  
Men And Women ◽  
Factors Influencing ◽  
Leadership Satisfaction ◽  
Navy Personnel ◽  
Unit Cohesion

ABSTRACT Introduction Retention is a top priority for the U.S. Navy. However, our understanding of factors influencing retention of Navy personnel is limited. Current research implies that poor mental health, low appraisals of unit cohesion, low leadership satisfaction, and low social support may adversely affect retention. There is a need to understand how these and other factors influence retention in U.S. Navy personnel. We evaluated a broad range of factors influencing job satisfaction and career intentions (proxies of retention) in a large sample of Navy service members. Materials and Methods Seven hundred and ninety-eight U.S. Navy men and women participated in this study as part of the Naval Unit Behavioral Health Needs Survey (NHRC.2014.0006). Independent variables included personal and unit morale, unit cohesion, affective organizational commitment, social support, behavioral health, sleep, leadership satisfaction, and perceived stress. Dependent variables include job satisfaction and career intentions. Separate multivariate regression models examined the unique and combined associations of independent and demographic variables with each dependent variable, respectively. Results Regression models accounted for 48% of variance in job satisfaction and 55% of variance in career intentions, respectively. The most robust predictors of job satisfaction were affective organizational commitment (i.e., one’s emotional attachment to, identification with, and involvement in an organization), depressive symptoms, unit cohesion, and perceived stress; primary predictors of career intentions included affective organizational commitment, years of military service, marital status, and race/ethnicity. Conclusion In this study, we identified diverse predictors of job satisfaction and career intentions of Navy men and women, with overall models accounting for substantial variance in both outcomes. This study informs evidence-based policies, programs, practices, and processes designed to influence job satisfaction, career intentions, and retention in U.S. Navy service members. These study findings also inform the development of a dashboard indicator of retention of U.S. Navy men and women.

scholarly journals Two Ways Interaction between Lower Order Terms of Left Brain and Right Brain Cognitive Style and Relationship between Satisfaction and Turnover Intention

2017 ◽  
Vol 8 (1) ◽  
pp. 71-83 ◽  
Author(s):  
Abdul Halim Busari ◽  
Yasir Hayat Mughal
Keyword(s):  
Job Satisfaction ◽  
Cognitive Style ◽  
Turnover Intention ◽  
Pearson Correlation ◽  
Demographic Variables ◽  
Extended Model ◽  
Policy Practice ◽  
Left Brain ◽  
Effective Policy ◽  
Learning Institutions

This paper argues that teacher's job satisfaction should also have an impact on turnover intention. In this paper identified teacher's level of job satisfaction and turnover intention of advance learning institutions in the Khyber Pakhtoon Khwa Province of the Pakistan and the moderating effect of the cognitive style. Questionnaires were used to gather the information and 502 completed questionnaires were collected back from the respondents. The questionnaire was comprised of JDI consisting of seven items on job satisfaction, turnover Intention questionnaire consisting of three items and five point Likert scale was used and for cognitive style CSI, the cognitive style index was used, the fourth section was comprised of the open ended questionnaire and fifth section was comprised of demographic variables. Hierarchical multiple regressions have been used to check how much variance satisfaction shows upon turnover intention and also it has been checked that how much variance Analytical and intuition cognitive style shows variance upon satisfaction and turnover intention of advance learning institutions of kpk province of Pakistan. The correlation results taken from bivariate Pearson correlation shows significant results which later on strengthen by the regression results. The regression results show that satisfaction shows variance upon turnover intention, this extended model of job satisfaction will be useful to bring the changes in the academician's satisfaction of Khyber Pakhtoon Khwa province of Pakistan. The findings of this study could be used to guide the advance learning institution's management and professional academicians build targeted learning activities around key components of the academician's job satisfaction, diagnose where people are in their journey, set personalize goals and provide feedback to management in the process of the development of policies for advance learning institutions academician's. In the context of the efficient and effective educational policy, a greater understanding of the academician's job satisfaction could facilitate the development of more effective policy, practice that would increase not only the job satisfaction of the academicians but decrease the turnover intention of the academician's.

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