Inspiring workplace happiness: religiosity and organizational trust in the academic context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Walid Chaouali
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Trust ◽  
Empirical Studies ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Academic Context ◽  
Workplace Happiness ◽  
The Relationship ◽  
Positive Effect

PurposeThis paper focuses on academics in public universities in Egypt. It explores the effect of perceptions of the rector's religiosity and trust on workplace happiness among academics.Design/methodology/approachA total of 600 academics are contacted. After two follow-ups, a total of 540 responses are collected, of which 525 are valid. This study uses SmartPLS 3 to test the hypotheses.FindingsThis paper finds that academics' perceptions of their rector's religiosity have a positive effect on engagement, job satisfaction and affective organizational commitment. Moreover, academics' perceptions of their rector's religiosity positively affect their perceptions of their rector's ability, benevolence and honesty. Furthermore, academics' trust in their rector has a positive effect on their engagement, job satisfaction and affective organizational commitment.Originality/valueThis paper contributes by filling a gap in management and organization literature, in which empirical studies of the relationship between religiosity, organizational trust and workplace happiness are limited or scarce.

The link between perceptions of fairness, job training opportunity and at-will employees’ work attitudes

2019 ◽  
Vol 43 (3/4) ◽  
pp. 375-397 ◽  
Author(s):  
Hyunkang Hur ◽  
Hyesong Ha
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Work Attitudes ◽  
Organizational Practices ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
The Relationship ◽  
At Will

Purpose This study aims to investigate the relationship between three organizational practices (distributive justice, procedural justice and potential growth opportunity) and at-will employees’ work attitudes (job satisfaction and affective organizational commitment). Design/methodology/approach The data for the analysis are derived from the 2000 GeorgiaGain Survey. Multinomial logit model is used to examine the relationship of three organizational practices to reduce job insecurity and to promote at-will employees’ work attitudes. Findings This study demonstrated that at-will employees responded positively with job satisfaction or affective organizational commitment if they perceived a strong perception of organizational practices fairly and properly, in the form of providing distributive justice (affective organizational commitment), procedural justice (job satisfaction and affective organizational commitment) and offering career development opportunity (affective organizational commitment). Originality/value By using a unique data set of US public employees who felt limited job security protection through at-will employment policy reform, this study has enhanced our understanding of how at-will employee group in US state government would respond to different organizational practices which is currently limited.

scholarly journals The Relationship among Emotional Leadership, Job Satisfaction and Organizational Commitment: Taking China’s Hotel Industry as an Example

2020 ◽  
Vol 218 ◽  
pp. 04014
Author(s):  
Yixing Jin ◽  
Peiying Wu ◽  
Cheng Lin ◽  
Yingda Wang
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Hotel Industry ◽  
Mediating Role ◽  
Positive Effects ◽  
Emotional Leadership ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

This study investigated the impact of emotional leadership of leaders on organizational commitment of hotel employees, as well as the mediating role of job satisfaction. The results indicate that: (1) Emotional leadership and job satisfaction have positive effects on organizational commitment. (2) Emotional leadership has a positive effect on job satisfaction. (3) Job satisfaction plays a mediating role between emotional leadership and organizational commitment.

The mediation effect of job satisfaction and organizational commitment on the organizational learning effect of the employee performance

2019 ◽  
Vol 68 (7) ◽  
pp. 1208-1234 ◽  
Author(s):  
Muhammad Irfani Hendri
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Employee Performance ◽  
Limited Liability ◽  
Partial Least Square ◽  
Limited Liability Company ◽  
Content Type ◽  
West Kalimantan ◽  
The Relationship

Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.

scholarly journals Investigating Organizational Commitment as the Outcome of Job Satisfaction: A Study of Banking Sector of Pakistan

2012 ◽  
Vol 2 (4) ◽  
pp. 146 ◽  
Author(s):  
Maryam Saeed Hashmi ◽  
Dr. Imran Haider Naqvi
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Banking Sector ◽  
Theory And Practice ◽  
Descriptive Statistics ◽  
Sample Characteristics ◽  
Intrinsic Job Satisfaction ◽  
The Relationship ◽  
Positive Effect

This study aims to elaborate the role of job satisfaction in committing employees with organization. This study tested the effect of both components of job satisfaction (intrinsic and extrinsic) of on organizational commitment in banking sector of Pakistan. Data was gathered from employees working in banks of Pakistan. The study has uses descriptive statistics (mean and standard deviation) to identify sample characteristics and inferential statistics (multiple linear regression) to find out the relationship between variables. Results showed the significant and positive effect of both components of job satisfaction on organizational commitment. This study is a contribution to theory and practice with an increased understanding on importance of job satisfaction in committing the employees with the organization.   Keywords: Intrinsic Job Satisfaction, Extrinsic Job Satisfaction, Organizational Commitment  

A meta-analysis of the variables related to turnover intention among IT personnel

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmet Hakan Özkan
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Effect Size ◽  
Turnover Intention ◽  
Meta Analysis ◽  
It Industry ◽  
Data Set ◽  
Content Type ◽  
It Personnel ◽  
The Relationship

PurposeThis study aims to investigate the relationships between job satisfaction, organizational commitment and turnover intention of information technology (IT) personnel.Design/methodology/approach3,844 studies which are published between 1998 and 2019 are screened on ScienceDirect, Scopus and ProQuest databases. 10,523 subjects formed the first data set regarding the relationship between job satisfaction and turnover intention, 7,903 subjects formed the second data set regarding the relationship between organizational commitment and turnover intention, 843 subjects formed the third data set regarding the relationship between empowerment and turnover intention, and 3,430 subjects formed the fourth data set regarding the relationship between job satisfaction and organizational commitment.FindingsResults showed that the effect size of the relationship between job satisfaction and organizational commitment is the strongest (r = 0.59). The effect size of the relationship between job satisfaction and turnover intention (r = −0.50), and the effect size of the relationship between organizational commitment and turnover intention r = −0.51) were also large. But the effect size of the relationship between empowerment and turnover intention was medium (r = −0.34).Originality/valueThis study is rare, and it can be used by the managers working in the IT industry.

scholarly journals Psychological empowerment and employee attitudinal outcomes

2019 ◽  
Vol 42 (7) ◽  
pp. 797-817
Author(s):  
Tazeem Ali Shah ◽  
Mohammad Nisar Khattak ◽  
Roxanne Zolin ◽  
Syed Zulfiqar Ali Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Employee Satisfaction ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Content Type ◽  
Employee Job Satisfaction ◽  
The Impact ◽  
The Relationship

Purpose The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions. Design/methodology/approach To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2. Findings Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention. Research limitations/implications This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality. Practical implications Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention. Originality/value Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

Research on the Relationship among Enterprise Employee's Job Satisfaction, Organizational Commitment and Job Performance

2013 ◽  
Vol 411-414 ◽  
pp. 2477-2480
Author(s):  
Ling Ma ◽  
Yun Xing ◽  
Yu Wang ◽  
Hao Tian Chen
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Empirical Research ◽  
Research Method ◽  
Key Factors ◽  
Employee Job Satisfaction ◽  
Intermediary Role ◽  
The Relationship ◽  
Positive Effect

Employee job satisfaction and organizational commitment are the key factors that affecting the performance of enterprise’s employees. Through using empirical research method to explore the relationship among the three with the sample of 330 employees of an enterprise. The results show that: Employees’ job satisfaction have a positive effect on job performance significantly; Employees job satisfaction positive effect on organizational commitment; Organizational commitment played a partial intermediary role in the process of job satisfaction improving performance.

Intelligence and job satisfaction in the USA and China

2014 ◽  
Vol 9 (3) ◽  
pp. 232-244 ◽  
Author(s):  
Cassandra Thompson ◽  
Samuel Lane
Keyword(s):  
Job Satisfaction ◽  
Empirical Studies ◽  
Negative Relationship ◽  
Future Research ◽  
Turnover Rates ◽  
Content Type ◽  
The Usa ◽  
Different Cultures ◽  
The Relationship ◽  
Practical Implications

Purpose – This study aims to evaluate both intelligence and job satisfaction of workers in the USA and China. Each topic will be studied individually, first, to determine the relationship between intelligence and job satisfaction. The statistics between China and the USA will then be compared and contrasted to assess how different cultures will affect emotional intelligence and job satisfaction of those in the workforce. Design/methodology/approach – A review of the empirical studies on intelligence and job satisfaction was performed and used to develop a model to guide future research. Findings – There is a negative relationship between intelligence and job satisfaction in the USA, but no studies have been done to compare both constructs cross-culturally. Research limitations/implications – The proposed study can be used to gain an understanding of the relationship between intelligence and job satisfaction across different cultures. Practical implications – The link between job satisfaction and intelligence can be used by employers to determine information about other aspects of their business, such as turnover rates of productive employees. Originality/value – Although there has been some research on the relation between intelligence and job satisfaction, notably by Ganzach (1998), very little has been done across cultures.

Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification

2017 ◽  
Vol 13 (3) ◽  
pp. 585-600 ◽  
Author(s):  
Gregory W. Allen ◽  
Prince A. Attoh ◽  
Tao Gong
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Organizational Identification ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship ◽  
Staff Level

Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

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