scholarly journals The Impact of Job Demands and Organizational Culture on Work Performance, Burnout, and Job Satisfaction in Healthy Family and Multicultural Family Support Centers during the Covid-19 Pandemic

2021 ◽  
Vol 59 (2) ◽  
pp. 185-197
Author(s):  
Sun Kang Koh ◽  
Jeong Yun Park ◽  
Meejung Chin
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Family Support ◽  
Job Demands ◽  
Work Overload ◽  
Job Demand ◽  
Healthy Family ◽  
The Impact ◽  
Multicultural Family ◽  
Job Ambiguity

This study examined the impact of job demand and organizational culture on new task difficulties, burnout, and job satisfaction using a survey data of 145 family specialists in Healthy Family and Multicultural Family Support during the COVID-19 pandemic. We used the job demand-resources model and the competing values model to categorize the four dimensions of organizational culture as a conceptual framework for this study. We found that the mean of work overload was higher than the means of job conflict and job ambiguity. Our latent profile analysis proposed four profiles of organizational culture: cultural absence type, authoritative culture type, middle cultural balance type, and high cultural balance type. The results of multiple regression analyses showed that work overload was positively associated with difficulties in new task performance and burnout, job ambiguity was positively related to burnout, and job conflict and ambiguity were negatively related to job satisfaction. These findings imply that the higher the job demands reported by family specialists, the higher the level of burnout and the lower the job satisfaction. In addition, organizational culture was a unique predictor of burnout and lower level of job satisfaction. Family specialists in the groups with a high cultural balance were Family specialists in the groups with a high cultural balance were more likely to have lower levels of burnout than those in the culture absence and in the middle culture balance, and higher job satisfaction than the other groups. The results suggest that management strategies to build a creative workplace culture can prevent burnout and improve job satisfaction.

scholarly journals Organizational Culture and Job Demands and Resources: Their Impact on Employees’ Wellbeing in a Multivariate Multilevel Model

2019 ◽  
Vol 16 (17) ◽  
pp. 3006 ◽  
Author(s):  
Esther Lopez-Martin ◽  
Gabriela Topa
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Citizenship ◽  
Job Demands ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Health And Wellbeing ◽  
Multivariate Multilevel Model ◽  
The Impact ◽  
Job Demands And Resources

(1) The present study aims to explore the impact of job demands and resources (JDR), personal resources, and the organizational culture on workers’ wellbeing and health. (2) A cross-sectional survey of Spanish workers in small and medium-sized enterprises (SMEs) was conducted with a sample of 1599 workers from 154 SMEs. A multivariate multilevel analysis was performed to analyze the different relationships. (3) In light of the results obtained, we observed that job demands were negatively associated with workers’ health, while job resources were positively correlated to workers’ health and wellbeing. Secondly, the different types of identification at work are positively related to job satisfaction and organizational citizenship behaviors (OCBs), but the intensity of this association differs with the form of identification. Finally, at the organization level, the dimensions of organizational culture are related differently to employees’ job satisfaction, OCBs, and health; (4) these results confirm the role of organizational culture and its association with desirable outcomes, allowing us to expand the JDR model.

scholarly journals Culturally-endorsed Leadership, Social cognition, and Entrepreneurial Orientation: An Empirical Inquiry

2019 ◽  
Vol 10 (2) ◽  
pp. 313
Author(s):  
Saima Haroon ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Job Satisfaction ◽  
Social Cognition ◽  
Entrepreneurial Orientation ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Job Demands ◽  
Equation Modeling ◽  
Implicit Leadership ◽  
Job Demand ◽  
The Impact

Entrepreneurial orientation can not only be influenced by leadership, culture, but also through social cognition induced through Job Demands and Resources. Moreover, higher Entrepreneurial orientation could further lead to job satisfaction. These intricate relationships were never explored before. Therefore, we proposed a theoretical framework combining (Stephan & Pathak, 2016) and (Ralph Kattenbach, 2018) models, and modifying them to include the concept of Job satisfaction. Stephan & Pathak (2016) investigated the impact of Culturally-endorsed implicit Leadership Theories (CLT) on individual entrepreneurship. CLTs is a concept of culture-level build on individual-level implicit leadership theory (ILT) proposed by (Robert G. Lord, 1991). (Ralph Kattenbach, 2018) modified (Bandura, 1997) social cognitive theory (SCT) to include Entrepreneurial orientation. SCT itself was a modified version of Job Demands-Resources Model proposed by (Demerouti, 2001). Empirical validity of the proposed theory was established by means of a survey based on close ended Likert scale type questionnaire that collected data from 200 corporate sector employees based in Karachi. It was later analyzed using structured equation modeling and confirmatory factor analysis. This result showed that both cultural factors i.e. Uncertainty Avoidance and Collectivism have a significant and positive influence on both Self-Protective and Charismatic leadership. However, the effect of leadership on entrepreneurial orientation (EI) was not empirically significant. Similarly, the effect of both social cognitive factors i.e. Job Demand and Job resource on EI was positive and significant. EI and job demand had an insignificant effect on job satisfaction. However, job resource has a significant positive impact. This imply that job resource factors have a direct influence on EI as well as Job Satisfaction. But EI itself has no direct link with job satisfaction of employees. Hence, mapping and evaluating a culture of organization in consolidation with its employees’ job demand and resource factors may lead to higher job satisfaction.

scholarly journals The Impact of job stress: An imperative insight into the Banking sector

2013 ◽  
Vol 3 (3) ◽  
pp. 294
Author(s):  
Aliya Ahmad Shaikh ◽  
Memoona Akram ◽  
Muhammad Rizwan ◽  
Shakeela Kousar ◽  
Muneeb Malik
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Job Stress ◽  
Turnover Intention ◽  
Banking Sector ◽  
Work Life ◽  
Job Demand ◽  
The Impact ◽  
The Relationship ◽  
Work Life Conflict

In this era of stiff competition employee performance is the key driving force for organizational success, at the same time pressure become the part & parcel in organizations for keeping employees motivated to win the competitive race. But undue pressure can causes stress which undermines performance .Stress is ubiquitous phenomenon and a straining condition that has a negative impact on an individual’s physical, physiological, personal and family life. Now days, due to the rapid changes and intense competition the banking sector employees are among the victims of stress. This study has been carried out to investigate the causes of job stress (job demand, work life conflict), the impact of job stress on employee job behaviours (job performance, job satisfaction) and outcomes of job stress (turnover intention, burnout) and also the relationship between organizational commitment and job satisfaction is explored. A questionnaire(scales having 38 items) measured against 5 point Likert-type scale is used to evaluate the relationship among variables of interest which analyzed through statistical tests of regression, correlation and reliability of the measures was confirmed. The regression analysis results show that there is no significant relationship among job demands, Job stress and job performance, but variables of job demand, work life conflict, and job stress has a significant positive relationship with each other and same is the case for turnover intention, burnout & job satisfaction which depend upon the stress faced by the banking employees .There is significant positive correlation between job commitment and Job satisfaction. Theoretical implication of this study will be for diverse organizations for understanding the factors that are causing the stress among employees and how to get rid from this evil of stress to increase employee satisfaction, performance and commitment. Recommendations to reduce the stress level are also discussed and focus of future studies is mentioned.

The impact of organizational culture on the job satisfaction of knowledge workers

VINE ◽  
2012 ◽  
Vol 42 (1) ◽  
pp. 36-51 ◽  
Author(s):  
Barbara Bigliardi ◽  
Alberto Ivo Dormio ◽  
Francesco Galati ◽  
Giovanni Schiuma
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Knowledge Workers ◽  
The Impact

scholarly journals THE IMPACT OF LEADERSHIP STYLE AND WORK ENVIRONMENT TO EMPLOYEE’S JOB SATISFACTION WITH ORGANIZATIONAL CULTURE AS MODERATING VARIABLE AT BALAI KESEHATAN PENERBANGAN JAKARTA

2017 ◽  
Vol 8 (1) ◽  
pp. 139
Author(s):  
Kusnendar Sutaryo ◽  
Dedi Purwana
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Work Environment ◽  
Leadership Style ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Strong Relation ◽  
The Impact

The research aims to analyze the impact of leadership style and work environment to employee’s job satisfaction with organizational culture as moderating variable at balai kesehatan penerbangan Jakarta. the research used quantitative method. The data were analyzed using structural equation modeling-partial least square. 84 public services were used as samples, but 78 samples were given questionaire back. The research revealed that: a) leadership style has impact on work environment (0,549); b) leadership style influences significantly to organizational culture (0,454); c) work environment doesnot have impact on organizational culture (0,161); d) organizational culture has strong relation to job satisfaction (0,840); e) leadership style has not effect on job satisfaction (0,038); f) work environment has not influence on job satisfaction (0,037); g) throught organizational culture, leadership style hassignificant effect on job satisfaction (0,660); and h) throught organizational culture, work environment has not siginificant effect on job satisfaction (0,129).

Psychological Flexibility as a Moderator of the Relationships between Job Demands and Resources and Occupational Well-being

2018 ◽  
Vol 21 ◽  
Author(s):  
Vladimir Pinto Novaes ◽  
Maria Cristina Ferreira ◽  
Felipe Valentini
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Structural Equation ◽  
Job Demands ◽  
Psychological Flexibility ◽  
Well Being ◽  
Personal Resources ◽  
Work Overload ◽  
Negative Affects

AbstractThe aim of this study was to identify the relations of job demands (work overload) and job resources (social support and autonomy) with subjective job well-being (job satisfaction, positive affects, negative affects), as well as the moderating role of personal resources (psychological flexibility at work) in such relationships. The sample consisted of 4,867 Brazilian workers, of both sexes, with ages ranging from 18 to 67 years. Structural equation modelling showed that the work overload was negatively associated with job satisfaction (β = –.06; p < .001) and positively with negative affects (β = .24; p < .001); autonomy was positively associated with satisfaction (β = .08; p < .001) and negative affects (β = .08; p < .001); social support was positively associated with satisfaction (β = .17; p < .001) and positive affects (β = .20; p < .001), and negatively with negative affects (β = –.21; p < .001); psychological flexibility moderated the relationships of overload with satisfaction (β = .04; p < .05) and negative affects (β = .08; p < .001); autonomy with positive affects (β = –.06; p < .001) and social support with negative affects (β = .08; p < .001). These results are discussed from perspective of a job demands-resources theory, especially with respect to the relevance of personal resources for the promotion of occupational well-being.

scholarly journals Budaya Organisasi, Motivasi Kerja Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada Rumah Sakit Semen Gresik

MANAJERIAL ◽  
2020 ◽  
Vol 7 (2) ◽  
pp. 170
Author(s):  
Mohammad Tajuddin ◽  
Tumirin Tumirin ◽  
Eva Desembrianita
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Sampling Method ◽  
Service Management ◽  
Work Motivation ◽  
Employee Performance ◽  
Statistical Tests ◽  
Health Service Organization ◽  
The Impact ◽  
Hospital Sample

Background - Hospitals as a health service organization in order to "survive" must have a good service management system so that the impact on employee performance can meet the demands of the community's needs. Objectives - This study aims to determine the extent of job satisfaction and employee performance at Semen Gresik Hospital which is influenced by organizational culture and work motivation.Design / Methodology / Approach - The object of this study is Semen Gresik Hospital. Sample in this study used a purposive sampling method with the provisions of respondents who worked more than 5 years while through the formula Slovin determined the number of research samples of 219 respondents. Statistical tests use path analysis.Results and Discussion - Based on the results of the analysis prove that organizational culture and motivation directly and indirectly influence employee performance and job satisfaction, the findings of organizational culture have a smaller coefficient on employee performance and job satisfaction compared to work motivation and based on analysis testing The path of organizational culture has a total value smaller than work motivation. So the results of the study concluded that organizational culture and motivation can increase job satisfaction and employee performance.Conclusion - All hypotheses this study are proven and can be accepted. Organizational Culture, work motivation has direct and indirect effects on employee performance and job satisfaction.Research Implications - It is hoped that the results of this study can contribute to knowledge and hospital management to pay attention to organizational culture and work motivation to improve employee performance and employee satisfaction at work.    

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