Showing papers on "Job attitude published in 2016"

Taking the chance: Core self-evaluations predict relative gain in job resources following turnover

Abstract: Core self-evaluations (CSE) might account for relative gains in job resources across time, especially in situations when these individual differences affect behavior that is relevant for development of job resources. This longitudinal study tests CSE as an individual resource that predicts relative gain in job resources and job satisfaction among job beginners who change or stay with their employer. A questionnaire was filled in by 513 adolescents shortly before the end of vocational training and one year later. Our results replicate previous findings suggesting that job satisfaction is affected by CSE directly and indirectly through the perception of job resources. Multi-group structural equation analysis showed that only leavers had a longitudinal indirect effect of CSE on job satisfaction at the end of vocational training via job resources during their first year of employment. Our findings imply that turnover includes opportunities to optimize one’s circumstances and that CSE helps to attain resourceful jobs.

Accumulative job demands and support for strength use: Fine-tuning the job demands-resources model using conservation of resources theory.

Abstract: Absenteeism associated with accumulated job demands is a ubiquitous problem We build on prior research on the benefits of counteracting job demands with resources by focusing on a still untapped resource for buffering job demands-that of strengths use We test the idea that employees who are actively encouraged to utilize their personal strengths on the job are better positioned to cope with job demands Based on conservation of resources (COR) theory, we hypothesized that job demands can accumulate and together have an exacerbating effect on company registered absenteeism In addition, using job demands-resources theory, we hypothesized that perceived organizational support for strengths use can buffer the impact of separate and combined job demands (workload and emotional demands) on absenteeism Our sample consisted of 832 employees from 96 departments (response rate = 403%) of a Dutch mental health care organization Results of multilevel analyses indicated that high levels of workload strengthen the positive relationship between emotional demands and absenteeism and that support for strength use interacted with workload and emotional job demands in the predicted way Moreover, workload, emotional job demands, and strengths use interacted to predict absenteeism Strengths use support reduced the level of absenteeism of employees who experienced both high workload and high emotional demands We conclude that providing strengths use support to employees offers organizations a tool to reduce absenteeism, even when it is difficult to redesign job demands

Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees

Abstract: Purpose This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions). Design/methodology/approach Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables. Findings Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions. Practical implications This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions. Originality/value This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.

Relationship between job satisfaction and organisational performance

Abstract: The purpose of this study is to explore the link between job satisfaction and organisational performance and to determine if there is an empirically provable relationship between these two variable...

The impact of knowledge management on job satisfaction

Abstract: Purpose This paper aims to propose that knowledge management (KM) could be a way to nurture job satisfaction and examine how KM can increase individual employees’ job satisfaction. Design/methodology/approach A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a structural equation modelling partial least squares analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organisation. Findings Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organisational knowledge sharing seems to be a key KM process, promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics. Practical implications KM has a strong impact on employee job satisfaction, and therefore, managers are advised to implement KM activities in their organisations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work. Originality/value This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.

When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting

Abstract: As a proactive behavior, job crafting refers to changes in the task (cognitive, and behavioral) and social boundaries at work. This article focuses on antecedents of job crafting and the development and validation of a job crafting scale. In Study 1 (N = 466), an exploratory factor analysis with one half of the sample (n = 233) and a confirmatory factor analysis with the other half (n = 233) supported a three-dimensional structure of job crafting (task crafting, relational crafting and cognitive crafting), and convergent as well as discriminant validity of job crafting, in relation to personal initiative and organizational citizenship behavior. In Study 2 (N = 118, two points of measurement), we cross-validated the measure and demonstrated that job crafting was related to, yet distinct from, taking charge. We found that an increase in job crafting at Time 2 was predicted by need for positive self-image (Time 1), as well as by work experience (Time 1). Need for human connection (Time 1) was related to job crafting at Time 2 when self-efficacy was high. Moreover, there was evidence that job crafting as self-oriented behavior related positively to person–job fit. Implications for future research are discussed.

Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain.

Abstract: This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee–colleague dyads. Focal employees self-rated their work engagement, job strain, and their supervisor's transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain. Practitioner points Organizations need to avoid high stress that might evoke strain in employees and thereby prevent work engagement from translating into proactivity. This can be achieved, for instance, through training interventions based on a cognitive-behavioural approach and through organizational interventions aimed at increasing employees’ job autonomy and decision-making, as well as the implementation of rest periods. Organizations can improve transformational leadership skills in supervisors to increase employee proactivity. Transformational leadership skills can be developed through education, training, and coaching interventions that are based on action-oriented methods and are aimed at fostering self-reflection in supervisors.

Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment

Abstract: Recent studies have revealed that nursing staff turnover remains a major problem in emerging economies. In particular, nursing staff turnover in Malaysia remains high due to a lack of job satisfaction. Despite a shortage of healthcare staff, the Malaysian government plans to create 181 000 new healthcare jobs by 2020 through the Economic Transformation Programme (ETP). This study investigated the causal relationships among perceived transformational leadership, empowerment, and job satisfaction among nurses and medical assistants in two selected large private and public hospitals in Malaysia. This study also explored the mediating effect of empowerment between transformational leadership and job satisfaction. This study used a survey to collect data from 200 nursing staff, i.e., nurses and medical assistants, employed by a large private hospital and a public hospital in Malaysia. Respondents were asked to answer 5-point Likert scale questions regarding transformational leadership, employee empowerment, and job satisfaction. Partial least squares-structural equation modeling (PLS-SEM) was used to analyze the measurement models and to estimate parameters in a path model. Statistical analysis was performed to examine whether empowerment mediated the relationship between transformational leadership and job satisfaction. This analysis showed that empowerment mediated the effect of transformational leadership on the job satisfaction in nursing staff. Employee empowerment not only is indispensable for enhancing job satisfaction but also mediates the relationship between transformational leadership and job satisfaction among nursing staff. The results of this research contribute to the literature on job satisfaction in healthcare industries by enhancing the understanding of the influences of empowerment and transformational leadership on job satisfaction among nursing staff. This study offers important policy insight for healthcare managers who seek to increase job satisfaction among their nursing staff.

Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance

Abstract: Theory and research note the ubiquity of multiplex workplace friendships—multifaceted relationships that superimpose friendship with work-focused interactions—but it is unclear how they compel or hinder job performance. In a study of insurance company employees (n = 168), we found that the number of multiplex workplace friendships in one's social network is positively associated with supervisor ratings of job performance. However, we also found that there is a negative indirect effect on job performance through emotional exhaustion, which is offset, in part, through enhanced positive affect. Results of a second study of restaurant and retail sales employees (n = 182) provide greater insight into the positive and negative effects of multiplex workplace friendships. Specifically, these relationships enhanced job performance through trust but detracted from job performance through maintenance difficulty. Collectively, our results illustrate that having a large number of multiplex friendships at work is a mixed blessing. Although the provision and restoration of resources fostered by multiplex relationships benefits employee job performance, these benefits are muted somewhat by the personal resources they deplete.

The role of supervisory behavior, job satisfaction and organizational commitment on employee turnover

Abstract: Few studies have presented structural turnover models including both job satisfaction and organizational commitment measures. Recent research suggests that perceived supervisor leadership may contribute to employee well-being, job satisfaction and organizational commitment. This study proposes a structural turnover intention model including supervisory behavior (person-oriented and task-oriented dimensions), job satisfaction and organizational commitment. Furthermore, the study proposes to test whether this model fits in both small- and medium-sized enterprises and in large enterprises. The sample included 763 employees from different types of organizations who have completed a measure of their perception of their supervisor’s behavior and self-administrated measures of job satisfaction, organizational commitment and turnover intention. Results show that person-oriented leadership behavior affects turnover intentions through job satisfaction and organizational commitment more than task-oriented leadership behavior. Only organizational commitment had a direct effect in explaining turnover intention. Finally, results indicate that the model is applicable both in small- and medium-sized enterprises and large enterprises.

How can core self-evaluations influence job burnout? The key roles of organizational commitment and job satisfaction

Abstract: This study aimed to explore how core self-evaluations influenced job burnout and mainly focused on the confirmation of the mediator roles of organizational commitment and job satisfaction. A total of 583 female nurses accomplished the Core Self-Evaluation Scale, Organizational Commitment Scale, Minnesota Satisfaction Questionnaire, and Maslach Burnout Inventory–General Survey. The results revealed that core self-evaluations, organizational commitment, job satisfaction, and job burnout were significantly correlated with each other. Structural equation modeling indicated that core self-evaluations can significantly influence job burnout and are completely mediated by organizational commitment and job satisfaction.

Work related stress, burnout, job satisfaction and general health of nurses: A follow-up study.

Abstract: Nurses experience high levels of work related stress and burnout as well as low job satisfaction and poor general health owing to the nature of their work. This paper seeks to provide a better understanding of the nature of relationships between work related stress, burnout, job satisfaction and general health of nurses over one year. This study involved a longitudinal design. Two hundred and seventy seven nurses from four hospitals completed a follow up survey consisting of five questionnaires. Data were collected between 2013 and 2014. The data were analysed using generalized estimation equation analysis. Lack of support was associated with burnout, patient care was associated with job satisfaction and staff issues were associated with general health of nurses. Burnout is more strongly related to job satisfaction than general health. The findings of this study could inform evidence based policy and practice through interventions aimed at improving job satisfaction and reducing the impact of burnout on general health of nurses.

The struggle with employee engagement: Measures and construct clarification using five samples.

Abstract: Among scholarly researchers, the Utrecht Work Engagement Scale (UWES) is a popular scale for assessing employee or work engagement. However, challenges to the scale's validity have raised major concerns about the measurement and conceptualization of engagement as a construct. Across 4 field samples, we examined 2 measures of engagement, the UWES and the Job Engagement Scale (JES), in both factor structure and patterns of relationships with theoretically hypothesized antecedents and consequences. In a fifth field sample, we examined the construct-level relationships between engagement and related variables, while controlling for sources of measurement error (i.e., item-specific factor, scale-specific factor, random response, and transient). By examining 2 measures, each derived from different theoretical bases, we provide unique insight into the measurement and construct of engagement. Our results show that, although correlated, the JES and UWES are not interchangeable. The UWES, more so than the JES, assesses engagement with overlap from other job attitudes, requiring improvement in the measurement of engagement. We offer guidance as to when to use each measure. Furthermore, by isolating the construct versus measurement of engagement relative to burnout, commitment, stress, and psychological meaningfulness and availability, we determined (a) the engagement construct is not the same as the opposite of burnout, warranting a reevaluation of the opposite-of-burnout conceptualization of engagement; and (b) psychological meaningfulness and engagement are highly correlated and likely reciprocally related, necessitating a modification to the self-role-expression conceptualization of engagement. (PsycINFO Database Record

Modelling job crafting behaviours: Implications for work engagement:

Abstract: In this study among 206 employees (103 dyads), we followed the job demands–resources approach of job crafting to investigate whether proactively changing one’s work environment influences employee’s (actor’s) own and colleague’s (partner’s) work engagement. Using social cognitive theory, we hypothesized that employees would imitate each other’s job crafting behaviours, and therefore influence each other’s work engagement. Results showed that the crafting of social and structural job resources and the crafting of challenge job demands was positively related to own work engagement, whereas decreasing hindrance job demands was unrelated to own engagement. As predicted, results showed a reciprocal relationship between dyad members’ job crafting behaviours – each of the actor’s job crafting behaviours was positively related to the partner’s job crafting behaviours. Finally, employee’s job crafting was related to colleague’s work engagement through colleague’s job crafting, suggesting a modelling process.

The relationship between job satisfaction, job performance and employee engagement: An explorative study

Abstract: Author’s Email: asns2010@gmail.com Successful organizations know that employee satisfaction, performance and employee engagement are crucial. This research was conducted to examine what contributes to a satisfied employee by examining a number of factors such as job fit, good communication, appreciation and clear objectives. The study will also look at the roles of the organization and individual in employee satisfaction. Job performance, another key success factor for organizations, will also be examined. The link between employee satisfaction and performance findings will be illuminated and related examples of what can be done to improve both variables will be provided. Finally, this study discusses employee engagement which combines the above topics and much more including definitions, organizational success, and how to develop a successful employee engagement program. This study will also provide compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to be competitive and profitable.

Work-life balance and its relationship with organizational pride and job satisfaction

Abstract: Purpose – The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction. Design/methodology/approach – To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis. Findings – Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction. Practical implications – This study provides a useful measurement model that employers and employees can...

Job satisfaction and intention to quit: an empirical analysis of nurses in Turkey

Abstract: The aim of this study was to identify the facets influencing job satisfaction and intention to quit of nurses employed in Turkey. Using a non-probability sampling technique, 417 nurses from six large private hospitals were surveyed from March 2014 to June 2014. The nurses' demographic data, their job-related satisfaction and turnover intentions were recorded through a self-administered questionnaire. In this study, descriptive and bivariate analyses were used to explore data, and multivariate analysis was performed using logistic regression. Nurses' job satisfaction was found at a moderate level with 61% of the nurses intended to quit. Nevertheless, nurses reported a high satisfaction level with work environment, supervisor support, and co-workers among the selected nine facets of job satisfaction. They also reported a low satisfaction level with contingent reward, fringe benefits, and pay. The impact of demographic characteristics on job satisfaction and intention to quit was also examined. The study revealed a negative relationship between job satisfaction and intention to quit the existing employment. Moreover, satisfaction with supervisor support was the only facet that significantly explained turnover intent when controlling for gender, age, marital status, education, and experience. The implications for nurse management were also described for increasing nurses' job satisfaction and retention. This study is beneficial for hospital management to ensure proper nursing care that would lead to a better quality healthcare service.

A Meta-Analysis of Job Satisfaction Correlates in the Public Administration Literature

Abstract: What can we learn by applying a meta-analysis to the public administration literature on job satisfaction? More generally, how can public management scholars use this method to capitalize on the de...

Perceived Control and Psychological Contract Breach as Explanations of the Relationships Between Job Insecurity, Job Strain and Coping Reactions: Towards a Theoretical Integration.

Abstract: This study aims to further knowledge on the mechanisms through which job insecurity is related to negative outcomes Based on appraisal theory, two explanations—perceived control and psychological contract breach—were theoretically integrated in a comprehensive model and simultaneously examined as mediators of the job insecurity–outcome relationship Different categories of outcomes were considered, namely work-related (ie vigour and need for recovery) and general strain (ie mental and physical health complaints), as well as psychological (ie job satisfaction and organizational commitment) and behavioural coping reactions (ie self-rated performance and innovative work behaviour) The hypotheses were tested using data of a heterogeneous sample of 2413 Flemish employees by means of both single and multiple mediator structural equation modelling analyses (bootstrapping method) Particularly, psychological contract breach accounted for the relationship between job insecurity and strain Both perceived control and psychological contract breach mediated the relationships between job insecurity and psychological coping reactions, although the indirect effects were larger for psychological contract breach Finally, perceived control was more important than psychological contract breach in mediating the relationships between job insecurity and behavioural coping reactions This study meets previous calls for a theoretical integration regarding mediators of the job insecurity–outcome relationship Copyright © 2014 John Wiley & Sons, Ltd

Social support's relationship to correctional staff job stress, job involvement, job satisfaction, and organizational commitment

Abstract: The literature suggests that social support, in general, is linked to positive outcomes among correctional staff, but the different types of social support may differ in their effects. Using survey data from staff working at a privately-owned, maximum security prison for juveniles sentenced as adults, this study analyzes three intra-organizational supports, administrative, supervisory, and coworker, and one extra-organizational form, family/friends support, as antecedents of job stress, job involvement, job satisfaction, and organizational commitment. Personal variables serve as controls. Administrative and supervisory support are inversely related to job stress, while job involvement is affected positively by supervisory support and negatively by family/friends support. All three intra-organizational forms of support are significant antecedents of job satisfaction and organizational commitment however family/friends support is not. These findings hold implications for improving job outcomes among correctional staff and for future research.

Time and job satisfaction: a longitudinal study of the differential roles of age and tenure

Abstract: The relationship between job satisfaction and time is a fundamental question in organizational behavior. Yet, given inconsistent results in the literature, the nature of this relationship has remained unresolved. Scholars' understanding of this relationship has been limited because studies have generally not simultaneously considered the two primary time metrics in job satisfaction research – age and tenure – and have instead relied on cross-sectional research designs. In this study, we develop and test an empirical model to provide a more definitive answer to the question of how age and tenure relate to job satisfaction. Our analyses draw on longitudinal data from 21,670 participants spanning a total of 34 waves of data collection across 40 years in two nationally representative samples. Multilevel analyses indicate that people became less satisfied as their tenure within a given organization increased, yet as people aged – and transitioned from organization to organization – their satisfaction increased. We also found that job rewards, as exemplified by pay, mediated these relationships. We discuss empirical, theoretical and practical implications of our findings.