scholarly journals Enhancing Service-Oriented Behaviors in an Asian Business Context: Lessons From a Pakistani Bank

2018 ◽  
Vol 2 (1) ◽  
pp. 73
Author(s):  
Rea Prouska
Keyword(s):  
Distributive Justice ◽  
Structural Equation ◽  
Customer Orientation ◽  
Organizational Outcomes ◽  
Theory And Practice ◽  
Service Organizations ◽  
Orientation Data ◽  
Business Context ◽  
Member Exchange ◽  
Service Oriented

This article examines how service organizations can enhance employees’ customer orientation, often exhibited through the display of service-oriented citizenship behaviors. The study, in this respect, quantitatively analyses the relationships between organizational distributive justice, leader-member exchange (LMX), and team-member exchange (TMX) on customer orientation. Data were gathered through a survey of 658 middle managers working in a Pakistani bank and were analyzed via full structural equation modelling. The findings reveal that organizational distributive justice, LMX, and TMX are key predictors of customer orientation. Specifically, the analysis suggests that the relationships between organizational distributive justice and LMX with customer orientation are mediated partially and fully, respectively, by TMX. Simultaneously, TMX partially mediates the relationship between organizational tenure and customer orientation. Our study contributes to both theory and practice of service organization functioning by signifying the importance of the organization’s fair distribution of rewards as well as it’s leader’s and co-worker’s behaviors in affecting organizationally desired employee behaviors and thereby, arguably, enabling positive organizational outcomes. Service organizations can, based on our findings, create a culture of service excellence by placing emphasis on specific elements at the organizational, leadership, and team level.

scholarly journals Employee Voice, Employee Engagement and Business Performance: Understanding the links in a Mediated Model

2021 ◽  
Vol 3 (3) ◽  
pp. 10-19
Author(s):  
Kabiru Maitama Kura ◽  
Mohamed Alkashami
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Business Performance ◽  
Organizational Outcomes ◽  
Theory And Practice ◽  
Employee Voice ◽  
Equation Modeling ◽  
Study Results ◽  
High Engagement ◽  
The Relationship

Employee voice which refers to the collective bargaining of employees in an organization, is gaining much attention and importance. Studies are linking the role and relationship between employee voice with many important individual and organizational outcomes. To understand its current state and influence, the present study tested employee voice and its influence on employee engagement and business performance. Following the relationship hypothesized model, the current study applied structural equation modeling using Smart PLS 3 and found a significant relationship between employee voice and business performance. In addition, the study also found significant influence of employee voice on employee engagement and business performance. The study also found that employee engagement was mediating the relationship between employee voice and business performance. The results confirm that employees who have the freedom and opportunity to share their ideas, opinions, and input in decision-making are likely to show high engagement, which contributes to increasing business performance. The study results offer important findings based on which implications are drawn for theory and practice for businesses aspiring to increase performance.

scholarly journals Impact of Organizational Justice (Distributive Justice, Procedural Justice, and Interactional Justice) on Job Satisfaction

2019 ◽  
Vol 8 (2S10) ◽  
pp. 647-652
Keyword(s):  
Job Satisfaction ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Structural Equation ◽  
Positive Impact ◽  
Interactional Justice ◽  
Organizational Decision Making ◽  
Member Exchange

Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange. The public sector in UAE is the focus of this paper. Applying the concept of organizational justice (distributive justice, procedural justice, interactional justice) to examine the effect of it on employees’ satisfaction. The data was collected from 452 officers from 7 sectors in the ministry of interior in UAE and analysed using structural equation modelling via SmartPLS 3.0. There were three main results: first, distributive justice has a positive impact on job satisfaction; second, procedural justice is significantly predicting job satisfaction; third, interactional justice has a significant impact on job satisfaction. The proposed model explained 33.7% of the variance in job satisfaction. Theoretical and practical implications are also provided

scholarly journals Testing a Comprehensive Model of Organizational Justice Perceptions and Personal States with Personal and Organizational Outcomes

2020 ◽  
Vol 15 (2) ◽  
pp. 17
Author(s):  
Aharon Tziner ◽  
Erich C. Fein ◽  
Cristinel Vasiliu
Keyword(s):  
Organizational Justice ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Work Motivation ◽  
Reliability And Validity ◽  
Organizational Outcomes ◽  
Member Exchange ◽  
Justice Perceptions ◽  
Parsimonious Model ◽  
High Level

Managers need to understand the types of perceptions, feelings, and reactions they should elicit from personnel under their direction. To this end, a parsimonious model is required. However, few comprehensive models linking managerial behaviours to employee states and outcomes have been developed and tested. Accordingly, this research articulates the importance of three critical constructs - leader–member exchange (LMX), job satisfaction, and perceived organizational justice – and associations with emotional exhaustion, work motivation, workplace misbehavior, and emotional intelligence as a concise and efficient model that explains the relationships between attitudes and states within individuals, and related, important work and personal outcomes. The model displayed a very high level of reliability and validity based on the exceptional fit of the structural equation models across two very large samples (over 1600 participants in each study).

The Measurement Invariance of the Short Dark Triad

2020 ◽  
Vol 41 (4) ◽  
pp. 207-218
Author(s):  
Mihaela Grigoraș ◽  
Andreea Butucescu ◽  
Amalia Miulescu ◽  
Cristian Opariuc-Dan ◽  
Dragoș Iliescu
Keyword(s):  
Structural Equation Modeling ◽  
Item Response ◽  
Structural Equation ◽  
Dark Triad ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Scale Level ◽  
High Stake ◽  
Differential Functioning ◽  
Item Functioning

Abstract. Given the fact that most of the dark personality measures are developed based on data collected in low-stake settings, the present study addresses the appropriateness of their use in high-stake contexts. Specifically, we examined item- and scale-level differential functioning of the Short Dark Triad (SD3; Paulhus & Jones, 2011 ) measure across testing contexts. The Short Dark Triad was administered to applicant ( N = 457) and non-applicant ( N = 592) samples. Item- and scale-level invariances were tested using an Item Response Theory (IRT)-based approach and a Structural Equation Modeling (SEM) approach, respectively. Results show that more than half of the SD3 items were flagged for Differential Item Functioning (DIF), and Exploratory Structural Equation Modeling (ESEM) results supported configural, but not metric invariance. Implications for theory and practice are discussed.

Leader-Member Exchange (LMX) Impact on Work-Home Interference in a South African Commuter Transport Engineering Company

2019 ◽  
Vol 43 ◽  
Author(s):  
Jan Christoff Visagie ◽  
Michael M. Jones ◽  
Herman L. Linde
Keyword(s):  
South African ◽  
Structural Equation ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Leader Member Exchange ◽  
Negative Consequences ◽  
Dyadic Relationship ◽  
Cross Sectional ◽  
Engineering Company ◽  
Member Exchange

The South African workplace is confronted with many leadership challenges, specifically those relating to the employment relationship between subordinates and their supervisors. A high-quality relationship is essential, considering the work-family spillovers employees experience. Limited research has been conducted on the potential positive and negative consequences of the leader-member exchange (LMX) dyadic relationship. In this study, we used a cross-sectional research design, and drew an employee sample (N = 120) from a commuter transport engineering company. A five-point Likert scale was employed and statistical analyses were carried out using the SAS statistical program. We calculated Pearson correlation coefficients and used structural equation modelling to test the proposed conceptual model to indicate possible correlations between the different variables. The main finding of the study was that the nature of the LMX relationship quality in the relevant company appeared to be high and positively related to work-home enrichment but negatively related to work-home conflict and role overload. The article concludes by making a number of suggestions to respond to challenges.

https://imsciences.edu.pk/files/journals/vol12_2/New%201%20MA.864.pdf

2020 ◽  
Vol 12 (2) ◽  
pp. 19-50 ◽  
Author(s):  
Muhammad Siddique ◽  
Shandana Shoaib ◽  
Zahoor Jan
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Service Sector ◽  
Performance Outcomes ◽  
Theory And Practice ◽  
Relational Coordination ◽  
Multiple Sources ◽  
And Performance ◽  
High Level

A key aspect of work processes in service sector firms is the interconnection between tasks and performance. Relational coordination can play an important role in addressing the issues of coordinating organizational activities due to high level of interdependence complexity in service sector firms. Research has primarily supported the aspect that well devised high performance work systems (HPWS) can intensify organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and performance outcomes. Using relational coordination theory, this study examines a model that examine the effects of subsets of HPWS, such as motivation, skills and opportunity enhancing HR practices on relational coordination among employees working in reciprocal interdependent job settings. Data were gathered from multiple sources including managers and employees at individual, functional and unit levels to know their understanding in relation to HPWS and relational coordination (RC) in 218 bank branches in Pakistan. Data analysis via structural equation modelling, results suggest that HPWS predicted RC among officers at the unit level. The findings of the study have contributions to both, theory and practice.

Engaging leadership in the job demands-resources model

2015 ◽  
Vol 20 (5) ◽  
pp. 446-463 ◽  
Author(s):  
Wilmar B. Schaufeli
Keyword(s):  
Structural Equation ◽  
Work Performance ◽  
Online Survey ◽  
Job Demands ◽  
Well Being ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type

Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value – The study demonstrates that engaging leadership can be integrated into the JD-R framework.

scholarly journals Meaningful Work, Job Resources, and Employee Engagement

2021 ◽  
Vol 13 (7) ◽  
pp. 4045
Author(s):  
Simon L. Albrecht ◽  
Camille R. Green ◽  
Andrew Marty
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Meaningful Work ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Psychological State ◽  
Future Research ◽  
Theoretical Frameworks ◽  
Positive Direct ◽  
The Relationship

Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding the relationship within existing theoretical frameworks. For this study, meaningful work is proposed as a critical psychological state within the job demands-resources (JD-R) model that can therefore, in part, explain the relationship between job resources and employee engagement. Survey data collected from 1415 employees working in a range of organizations, across a number of industries, were analyzed with confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of expectations, job variety, development opportunities, and autonomy, each had a significant and positive direct association with meaningful work. These job resources also had a significant and positive indirect effect on employee engagement via meaningful work. Although job variety, development opportunities, autonomy, and feedback had significant positive direct associations with engagement, contrary to expectations, supervisor support had a negative association with engagement. The final model explained a sizable proportion of variance in both meaningful work (49%) and employee engagement (65%). Relative weights analyses showed that job variety was the strongest job resource predictor of meaningful work, and that meaningful work was more strongly associated with employee engagement than the job resources. Overall, the results show that meaningful work plays an important role in enhancing employee engagement and that providing employees with skill and task variety is important to achieving that goal. Practical implications, study limitations, and future research opportunities are discussed.

scholarly journals The Role of Cultural Differences in Customer Retention: Evidence from the High-Contact Service Industry

2021 ◽  
pp. 109634802110149
Author(s):  
Kim-Shyan Fam ◽  
Boon Liat Cheng ◽  
Tat-Huei Cham ◽  
Mandy Tan Chia Yi ◽  
Hiram Ting
Keyword(s):  
Cultural Difference ◽  
Structural Equation ◽  
Service Industry ◽  
Customer Orientation ◽  
Customer Retention ◽  
Business Environment ◽  
Corporate Image ◽  
Customer Relationships ◽  
Customer Engagement ◽  
Equation Modeling

Current tourism landscape and dynamism of the business environment have increased market competitiveness in the high-contact service industry. Hotel operators must now pay greater heed to customer retention by exploring ways to improve customer engagement and experience. Toward this end, this study aimed to examine the interplays between relationship marketing, perceived service quality, corporate image, customer satisfaction, and customer loyalty, as well as the moderating effect of cultural difference between Asian and Western tourists. Using a questionnaire, data were collected from 400 international tourists and analyzed with the structural equation modeling technique. While the direct relationships pertaining the variables of interest were found to be significant, Asian tourists appeared to hold stricter standards in employee–customer interactions and satisfaction-based loyalty than Western tourists. Discussion and implications are provided to promote the development of fruitful hotel–customer relationships in this industry with a heightened customer orientation.

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