scholarly journals The moderating effect of emotional competence on job satisfaction and organisational commitment of healthcare professionals

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Elena Stamouli ◽  
Sebastian Gerbeth
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Healthcare Professionals ◽  
Emotional Competence ◽  
Organisational Commitment ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Effective Performance ◽  
High Level ◽  
The Relationship

Abstract Background Healthcare organisations, such as hospitals, are largely seen as task-oriented, width different people expected to work in interdependent teams. The objective of this study was to investigate the relevance of individual factors (job satisfaction) and individual competences (emotional competence) for organisational commitment in a sample of healthcare professionals. Methods A cross-sectional survey was conducted among 96 healthcare professionals from March to June 2018 in the catchment area of five clinics in Bavaria, Germany. The present research examined the moderating role of emotional competence on the relationship between job satisfaction and organisational commitment using moderated regression analysis and simple slope analysis. Results Multiple regression analysis indicated that emotional competence moderated the relationship between satisfaction with the job and commitment to the job. The results showed that healthcare professionals with high emotional competence are able to deal more effectively with dissatisfaction in the workplace so that organisational commitment remains unaffected. Conclusions Based on the findings of this study emotional competence of healthcare professionals is important for increasing job satisfaction and commitment to the job. Especially for healthcare professionals whose job satisfaction is low, a high level of emotional competence enables them to maintain a high level of organisational commitment. The findings of the study are discussed at the theoretical level for researchers and practical level for hospital managers interested in fostering emotional competence and improving healthcare professionals’ job satisfaction and their organisational commitment, which ultimately may lead to effective performance.

scholarly journals The Moderating Effect of Emotional Competence on Job Satisfaction and Organisational Commitment of Healthcare Professionals

2021 ◽  
Author(s):  
Elena Stamouli ◽  
Sebastian Gerbeth
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Healthcare Professionals ◽  
Emotional Competence ◽  
Organisational Commitment ◽  
Source Data ◽  
Simple Slope ◽  
High Level ◽  
The Relationship ◽  
Practical Level

Abstract Background Medical organisations such as hospitals are largely seen as task-based, wherein different individuals are expected to work in interdependent teams. The present study seeks to demonstrate the relevance of individual factors (job satisfaction) and individual competences (emotional competence) for organisational commitment in a sample of healthcare professionals. Methods Using multi-source data, the empirical study examined the interaction effect by analysing data collected from 96 healthcare professionals of five hospitals in Germany. To investigate the relationship between emotional competence, job satisfaction and organisational commitment, moderated regression analysis, as well as simple slope analysis, were performed. Results Hierarchical multiple regression analysis shows that emotional competence moderated the relationship between satisfaction with the job and commitment to the job. Our findings confirm that healthcare professionals with high emotional competence are able to deal more effectively with dissatisfaction in the workplace so that organisational commitment remains unaffected. Conclusion Based on the results of this study, emotional competence of healthcare professionals is important for increasing job satisfaction and commitment to the job. Especially for healthcare professionals whose job satisfaction is low, a high level of emotional competence enables them to maintain a high level of organisational commitment. The findings of the study are discussed at the theoretical level for researchers and practical level for hospital managers.

scholarly journals The Moderating Effect of Emotional Competence on Job Satisfaction and Organisational Commitment of Healthcare Professionals

2020 ◽  
Author(s):  
Elena Stamouli ◽  
Sebastian Gerbeth
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Healthcare Professionals ◽  
Emotional Competence ◽  
Organisational Commitment ◽  
Source Data ◽  
Simple Slope ◽  
High Level ◽  
The Relationship ◽  
Practical Level

Abstract Background: Medical organisations such hospitals are largely being seen as task-based wherein different individuals are expected to work in interdependent teams. The present study seeks to demonstrate the relevance of individual factors (job satisfaction) and individual competences (emotional competence) for organisational commitment in a sample of healthcare professionals. Methods: Using multi-source data, the empirical study examined the interaction effect by analysing data collected from 96 healthcare professionals of five hospitals in Germany. To investigate the relationship between emotional competence, job satisfaction and organisational commitment moderated regression analysis, as well as simple slope analysis, were performed. Results: Hierarchical multiple regression analysis shows that emotional competence moderated the relationship between satisfaction with the job and commitment to the job. Our findings confirm that healthcare professionals with high emotional competence are able to deal more effectively with dissatisfaction in the workplace so that organisational commitment remains unaffected.Conclusion: Based on the results of this study emotional competence of healthcare professionals is important for increasing job satisfaction and commitment to the job. Especially for healthcare professionals whose job satisfaction is low, a high level of emotional competence enables them to maintain a high level of organisational commitment. The findings of the study are discussed at the theoretical level for researchers and practical level for hospital managers.

Examining police officers’ perceptions of stress: the role of Person−environment fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rachael Rief ◽  
Samantha Clinkinbeard
Keyword(s):  
Job Satisfaction ◽  
Police Officers ◽  
Well Being ◽  
Work Outcomes ◽  
Cross Sectional Survey ◽  
Organizational Fit ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Overall Job Satisfaction

PurposeThe purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).Design/methodology/approachThe authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.FindingsPerceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.Research ImplicationsMore research is needed to identify predictors of organizational fit perceptions among police officers.Practical implicationsFindings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.Originality/valueThe authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

Does supervisor gender moderate the mediation of job embeddedness between LMX and job satisfaction?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jodie Louise Stewart ◽  
Karl Kilian Konrad Wiener
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Role Theory ◽  
Job Embeddedness ◽  
Survey Study ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

Purpose This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating influence of subordinate’s job embeddedness on job satisfaction. The LMX model considered the four-gender dominant leadership style facets, female – affect and loyalty (communal), and male – contribution and professional respect (agentic). Social role theory was applied to explain societies influence on leadership style. The moderating influence of supervisor gender on the relationship of LMX facets and subordinate embeddedness is investigated. Design/methodology/approach This cross-sectional survey study of 213 self-selected employed participants investigated the mediation of job embeddedness LMX and job embeddedness and the moderation impact of supervisor gender on this mediation. Findings Job embeddedness mediated the relationship between all four facets of LMX and job satisfaction. Supervisor gender did not moderate the relationships of the four LMX facets and job embeddedness. These findings highlight the potential impact of a homogeniuos sample in relation to industry type and culture as this may impact on the findings. That is, participants in this study were predominantly females working in female dominant industries. Originality/value This study builds on the work of Collins et al. (2014) who examined the moderating impact of subordinate gender on the mediating relationship of job embeddedness on the relationship between LMX facets and job satisfaction. Previously, the gender role of supervisors on this relationship was not explored.

scholarly journals THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND SCHOOL EFFECTIVENESS IN TS25 SCHOOLS IN GUA MUSANG KELANTAN

2021 ◽  
Vol 6 (42) ◽  
pp. 204-214
Author(s):  
Mohd Zainuddin Zakaria ◽  
Siti Noor Ismail ◽  
Yahya Don ◽  
Wan Rosni Wan Yakob
Keyword(s):  
Transformational Leadership ◽  
School Effectiveness ◽  
School Administrators ◽  
Survey Method ◽  
Ministry Of Education ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
High Performing ◽  
High Level ◽  
The Relationship

This study aims to identify the level of transformational leadership of principals and the level of school effectiveness in TS25 schools in Gua Musang District, Kelantan. In addition, this study also seeks to look at the relationship between the two variables involved, transformational leadership and school effectiveness. This quantitative study by cross-sectional survey method used two types of instruments, namely the Transformational leadership instrument by Leithwood and Jantzi (1999) and the school effectiveness instrument adapted from the study of Lazaridou and Iordanidis (2011. The sampling of the study involved four TS25 secondary schools with a total of 162 teachers. The findings of the study showed that the level of transformational leadership of principals and the level of school effectiveness was at a high level, with values (M = 4.17, SP = .604) and (M = 4.19, SP = .613) respectively. Further, correlation analysis showed that there was a very strong and significant relationship (r = .89, p <.01) between the two variables involved, namely transformational leadership and school effectiveness. It is hoped that the findings of this study can be used as a guide by the parties involved, especially the Ministry of Education Malaysia in strengthening the characteristics of high-performing leadership among school administrators towards improving school effectiveness through professionalism programs.

Determinants of Employee Motivation

2022 ◽  
pp. 130-149
Author(s):  
Bikash Basnet ◽  
Sarah Eyaa ◽  
Nekpen Euodia Okhawere
Keyword(s):  
Regression Analysis ◽  
Multiple Regression Analysis ◽  
Multiple Regression ◽  
Employee Motivation ◽  
Expectancy Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Mediation Effects ◽  
Indirect Impact ◽  
The Relationship

This chapter integrates collectivism with the dimensions of the Expectancy Theory to investigate the direct and indirect impact of horizontal and vertical collectivism on employee motivation of operational and non-operational staff. Data were collected from 205 employees using a cross-sectional survey. Hypotheses were tested with multiple regression analysis. Across both employee categories, horizontal collectivism improves motivation while vertical collectivism does not have a significant impact on motivation. Mediation effects were significant in the relationship between horizontal collectivism across both employee categories. However, there were some variations in the mediation effects on the relationship between vertical collaboration and motivation across the two categories. This chapter contributes to motivation literature by integrating the Expectancy Theory with two under-investigated dimensions of collectivism to compare motivation determinants among operational and non-operational staff. This chapter presents implications for managers and policy for improving employee motivation.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

Job Satisfaction of Nurses and Its Moderating Effects on the Relationship Between Organizational Commitment and Organizational Citizenship Behaviors

2015 ◽  
Vol 29 (3) ◽  
pp. 226-244 ◽  
Author(s):  
Chia-Tzu Lin ◽  
Ching-Sheng Chang
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Cross Sectional Survey ◽  
Large Hospital ◽  
Cross Sectional ◽  
Survey Results ◽  
The Relationship

Because nurses deliver care to patients on behalf of hospitals, hospitals should enhance the spontaneous organizational citizenship behaviors of front-line nurses to increase patient satisfaction and, hence, to increase the competitiveness of the hospital. However, a major gap in the literature is the lack of evidence-based studies of the correlations among job satisfaction, organizational commitment, and organizational citizenship behaviors in nursing personnel. Therefore, this study performed a cross-sectional survey of nurses in 1 large hospital in Taiwan; out of 400 questionnaires distributed, 386 valid questionnaires were collected, which was a valid response rate of 96.50%. The survey results revealed that organizational commitment has a significant positive effect on organizational citizenship behaviors (γ11 = 0.57, p < .01) and that job satisfaction has a significant positive moderating effect on the relationship between organizational commitment and organizational citizenship behaviors (Δχ2 = 26.397, p < .01). Therefore, hospitals can improve the job satisfaction of their nursing staff by improving perceived working satisfaction, interpersonal satisfaction, and remunerative satisfaction, which would then improve organizational commitment and organizational citizenship behaviors.

scholarly journals Job satisfaction and its relationship with organisational commitment: A Democratic Republic of Congo organisational perspective

2018 ◽  
Vol 18 (1) ◽  
Author(s):  
Jeremy Mitonga-Monga ◽  
Aden-Paul Flotman ◽  
Frans Cilliers
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Democratic Republic ◽  
Democratic Republic Of Congo ◽  
The Body ◽  
Working Environment ◽  
Organisational Commitment ◽  
Cross Sectional Survey ◽  
Republic Of Congo ◽  
The Relationship

Orientation: The modern workplace, which is characterised by increasing turbulence and debilitating uncertainty, has led to renewed focus on whether employees experience satisfaction and how they commit themselves to the organisation.Research purpose: The aim of this study was to measure the nature of the relationship between employees’ levels of job satisfaction (JS) and organisational commitment (OC) in a public railway organisation in the Democratic Republic of Congo (DRC).Motivation for the study: Although previous researchers have found evidence of the relationship between JS and OC in Western countries, there seems to be a paucity of research on the relationship between JS and OC in a developing country context such as that of the DRC. The results could make a valuable contribution to the current literature debate on these two constructs (JS and OC) and possibly employees’ intention to stay in their present organisation.Research design, approach and method: A cross-sectional survey design was used employing the Job Satisfaction Questionnaire and the Organisational Commitment Scale. The sample (n = 839) comprised permanently employed staff. Correlations and regression analyses were conducted. The results indicated that employees’ JS related positively to their level of OC and that JS predicted OC.Practical and managerial implications: The results should also have interesting implications for top management and human resource practitioners. They could use this information to study how organisational psychological attachment is fostered in order to potentially master other organisational dynamics. The information could also be used to create positive working conditions with a view to reinforcing OC. JS manifested as a critical driver of OC, which could result in superior business performance. Management could use the results to create a working environment that actively fosters satisfaction and boosts employees’ level of commitment.Contribution or value-add: The results should contribute to the body of knowledge on the relationship between JS and OC in the context of a developing economy and highlight the practical implications for line managers and behavioural and wellness practitioners.

scholarly journals MANAGER’S SOCIAL INFLUENCE ON AGGRESSION MANAGEMENT AND ORGANISATIONAL COMMITMENT

2021 ◽  
Vol 18 (2) ◽  
pp. 1-22
Author(s):  
Continue Anddison Eketu ◽  
◽  
Friday Ogbu Edeh ◽  
Abid Hussain Nawaz ◽  
Chukwu Agnes Ugboego ◽  
...  
Keyword(s):  
Social Influence ◽  
Self Control ◽  
Face Validity ◽  
Manufacturing Companies ◽  
Organisational Commitment ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Policy Makers ◽  
Aggression Management ◽  
The Relationship

The purpose of this study is to investigate manager’s social influence on the relationship between aggression management and organisational commitment using cross-sectional survey. Accessible population of five manufacturing companies operating in Enugu state was surveyed. One hundred and ninety six participants completed the instrument but only one hundred and eighty two were returned and found valid for analysis. Face validity was used to determine the validity of instrument used. Cronbach α was used to determine the reliability of the instrument. Frequency distribution and Pearson Product Moment Correlation Coefficient were used to conduct the analysis. Result of the study revealed that aggression management has positive significant relationship with organisational commitment. On the other hand, manager’s social influence positively and significantly moderates the relationship between aggression management and organisational commitment. The study concludes that aggression management measured in terms of self-control and punishment enhances organisational commitment. The implication of this study is that managers, policy makers and human resource professionals should use their social influence in handling aggressive behaviour in the workplace so as to increase the commitment of their subordinates which will in turn increase profitability, growth and expansion of the organisation.

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