scholarly journals Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong

2013 ◽  
Vol 13 (3) ◽  
pp. 80-95 ◽  
Author(s):  
Wai Yee Betty Chiu ◽  
Fung Fai Ng
Keyword(s):  
Job Satisfaction ◽  
Hong Kong ◽  
Work Group ◽  
Group Identification ◽  
Future Research ◽  
Organisational Commitment ◽  
Bivariate Correlation ◽  
Quantity Surveying ◽  
Commitment Level ◽  
Work Group Identification

Though extant literatures in other sectors indicate that job satisfaction and organizational commitment are important for determining individual and organisational outcomes, limited related research has been conducted amongst quantity surveyors in Hong Kong. Given cooperative working arrangement in the quantity surveying profession, work group identification is regarded as an important antecedent for determining job satisfaction and organisational commitment. The aim of this study is to examine whether work group identification improves job satisfaction and organisational commitment. A questionnaire survey is conducted to collect data from quantity surveyors working in private sector. A total of 71 valid responses are obtained from 509 contacted quantity surveyors in Hong Kong. Bivariate correlation and multiple regression analyses are performed to find the significance of relationships among the variables. Data analysis results support most hypotheses. Work group identification is found to have significant positive effect on job satisfaction, affective and normative commitment. The finding is a bold step for quantity surveying companies to improve their quantity surveyors’job satisfaction and commitment level. The role of other contextual and organisational factors on job satisfaction and organisational commitment needs to be complemented for future research.

scholarly journals The Mediation Influence of Job Satisfaction on Organisational Commitment amongst Quantity Surveyors

2015 ◽  
Vol 15 (1) ◽  
pp. 56-74 ◽  
Author(s):  
Wai Yee Betty Chiu ◽  
Fung FaI Ng
Keyword(s):  
Job Satisfaction ◽  
Work Group ◽  
Group Identification ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Organisational Commitment ◽  
Group Leaders ◽  
Research Article ◽  
Work Group Identification ◽  
The Relationship

Some researchers claimed that job satisfaction directly affected organisational commitment but others considered it had a mediation effect on the relationship between some independent variables and organisational commitment. Thus, this paper aimed to examine whether job satisfaction mediated the relationship between work group identification and the two forms of organisational commitment amongst quantity surveyors. A quantitative approach with questionnaire survey was employed for data collection. Questionnaires were sent to the chartered quantity surveyors and 71 valid responses were obtained for analysis. A bootstrapping approach was applied to the survey data to test the mediating effect of job satisfaction between work group identification and organisational commitment. The bootstrapping results supported most hypotheses. The findings suggested that surveying companies should focus their efforts on improving quantity surveyors’ job satisfaction through the organisation of social activities. Special measures should also be taken by the work group leaders to improve the working relationship among quantity surveyors to foster job satisfaction.Paper Type: Research article

Work Group Identification Scale

1999 ◽  
Author(s):  
Christine M. Riordan ◽  
Elizabeth W. Weatherly
Keyword(s):  
Work Group ◽  
Group Identification ◽  
Work Group Identification

Hong Kong Employees' Organisational Commitment before the 1997 Transition: Its Trend, Dimensionality and Relationships with other Human Resource Variables

1998 ◽  
Vol 4 (1) ◽  
pp. 26-36 ◽  
Author(s):  
Chi-Sum Wong
Keyword(s):  
Job Satisfaction ◽  
Hong Kong ◽  
Human Resource ◽  
Structural Equation ◽  
Positive Impact ◽  
Intention To Leave ◽  
Organisational Commitment ◽  
Continuance Commitment ◽  
Perceived Performance ◽  
Equation Modelling

AbstractThe present study replicates previous surveys in examining Hong Kong employees' organisational commitment, intention to leave, job satisfaction, self-perceived performance, and motivational job characteristics. The results suggest few changes over the four year period examined, despite the 1997 transition to China approaching. Structural equation modelling was used to examine the dimensionality of the organisational commitment scale used and the impacts of aspects of organisational commitment on various human resource outcomes were examined. The results confirmed the three commitment dimensions proposed by the scale's developers and suggested that continuance commitment has the strongest relationship with people's intention to leave, value commitment has the strongest relationship with job satisfaction and also has a positive impact on performance.

Hong Kong Employees' Organisational Commitment before the 1997 Transition: Its Trend, Dimensionality and Relationships with other Human Resource Variables

1998 ◽  
Vol 4 (1) ◽  
pp. 26-36
Author(s):  
Chi-Sum Wong
Keyword(s):  
Job Satisfaction ◽  
Hong Kong ◽  
Human Resource ◽  
Structural Equation ◽  
Positive Impact ◽  
Intention To Leave ◽  
Organisational Commitment ◽  
Continuance Commitment ◽  
Perceived Performance ◽  
Equation Modelling

AbstractThe present study replicates previous surveys in examining Hong Kong employees' organisational commitment, intention to leave, job satisfaction, self-perceived performance, and motivational job characteristics. The results suggest few changes over the four year period examined, despite the 1997 transition to China approaching. Structural equation modelling was used to examine the dimensionality of the organisational commitment scale used and the impacts of aspects of organisational commitment on various human resource outcomes were examined. The results confirmed the three commitment dimensions proposed by the scale's developers and suggested that continuance commitment has the strongest relationship with people's intention to leave, value commitment has the strongest relationship with job satisfaction and also has a positive impact on performance.

Developing a conceptual model to measure talent’s turnover intention in tourism organisations of Saudi Arabia

2017 ◽  
Vol 25 (1) ◽  
pp. 2-23 ◽  
Author(s):  
Adel Alferaih
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Conceptual Model ◽  
Turnover Intention ◽  
Talent Management ◽  
Future Research ◽  
Organisational Commitment ◽  
Organisational Performance ◽  
Content Type ◽  
Prior Literature

Purpose The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance. Design/methodology/approach The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management. Findings The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention. Research limitations/implications It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions. Originality/value Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

Personalized and Depersonalized Responses to Leaders’ Fair Treatment: Status Judgments and Leader–Member Exchange as Mediating Mechanisms

2016 ◽  
Vol 43 (6) ◽  
pp. 1037-1067 ◽  
Author(s):  
Amer Ali Al-Atwi
Keyword(s):  
Social Identity Theory ◽  
Work Group ◽  
Group Identification ◽  
Interactional Justice ◽  
Leader Member Exchange ◽  
Relational Identification ◽  
Member Exchange ◽  
Mediating Mechanisms ◽  
Using Data ◽  
Work Group Identification

By extracting insights from leader–member exchange (LMX) theory and social identity theory, this study predicted that a leader’s interactional justice is associated with followers’ multifoci identification by personalized and depersonalized mediating mechanisms. Specifically, we hypothesized that a leader’s interactional justice affects (a) followers’ relational identification via the LMX as a personalized response and (b) followers’ work-group identification via status judgments (pride and respect) as a depersonalized response. The study’s constructs were measured on three separate occasions over an interval of 4 months, using data from a sample of 322 employees at a large public university. As predicted, we found that (a) LMX mediates the relationship between interactional justice and relational identification and (b) status judgments (pride and respect) mediate the relationships between interactional justice and work-group identification. Theoretical and practical implications for these findings are discussed.

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion

2021 ◽  
pp. 105960112199958
Author(s):  
Lynn M. Shore ◽  
Beth G. Chung
Keyword(s):  
Social Identity ◽  
Psychological Empowerment ◽  
Work Group ◽  
Group Identification ◽  
Psychological Safety ◽  
Social Identities ◽  
Inclusive Leadership ◽  
Leadership Orientations ◽  
Psychological Mechanisms ◽  
Work Group Identification

Research on leader inclusion has continued to proliferate. However, most of the research has not focused on the importance of leader inclusion for employees with marginalized social identities. Based on Shore, Randel, Chung, Dean, Ehrhart, and Singh's (2011) model of work group inclusion consisting of fulfillment of needs for belongingness and value in uniqueness, we describe four different leadership orientations including leader inclusion, exclusion, assimilation, and differentiation. Three psychological mechanisms that result when employees feel included by the leader are discussed, consisting of psychological safety, psychological empowerment, and work group identification. While leader inclusion has been shown to be beneficial to employees generally, this article provides increased attention to the particular importance of leader inclusion for employees who are members of marginalized social identity groups.

Sign in / Sign up

Export Citation Format

Share Document