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Journal articles on the topic 'Employee orientation'
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Qian, Chiqing, and Daisy Mui Hung Kee. "Exploring the Path to Enhance Employee Creativity in Chinese MSMEs: The Influence of Individual and Team Learning Orientation, Transformational Leadership, and Creative Self-Efficacy." Information 14, no. 8 (August 8, 2023): 449. http://dx.doi.org/10.3390/info14080449.
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This study examined the relationship between transformational leadership, learning orientation, creative self-efficacy, and employee creativity in manufacturing small and medium-sized enterprises (MSMEs) in China. A survey involving 742 employees was conducted, and hierarchical linear modeling (HLM) was employed to analyze the data. The result showed that transformational leadership has s significantly positive effect on employee creativity. Moreover, both individual and team-level learning orientations are positively related to employee creativity significantly. Creative self-efficacy (CSE) mediates the relationship between transformational leadership, team learning orientation, and individual learning orientation on employee creativity. These findings suggest that transformational leadership, learning orientation, and CSE enhance employee creativity in Chinese MSMEs. We discuss the implications of these findings and offer suggestions for future research.
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Egan, Richard, and Drea Zigarmi. "Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions." Administrative Sciences 13, no. 11 (October 31, 2023): 233. http://dx.doi.org/10.3390/admsci13110233.
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This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented.
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Lee, Hsu-Hua, and Tsau-Tang Yang. "Employee Goal Orientation, Work Unit Goal Orientation and Employee Creativity." Creativity and Innovation Management 24, no. 4 (May 4, 2015): 659–74. http://dx.doi.org/10.1111/caim.12118.
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Zhou, Lulu, Shuming Zhao, Feng Tian, Xufan Zhang, and Stephen Chen. "Visionary leadership and employee creativity in China." International Journal of Manpower 39, no. 1 (April 3, 2018): 93–105. http://dx.doi.org/10.1108/ijm-04-2016-0092.
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Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.
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Wanous, John P., and Arnon E. Reichers. "New Employee Orientation Programs." Human Resource Management Review 10, no. 4 (December 2000): 435–51. http://dx.doi.org/10.1016/s1053-4822(00)00035-8.
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Spitzer, Dean R. "The employee orientation checklist." Performance + Instruction 28, no. 6 (July 1989): 51. http://dx.doi.org/10.1002/pfi.4170280611.
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Shamim, Saqib, Shuang Cang, and Hongnian Yu. "Supervisory orientation, employee goal orientation, and knowledge management among front line hotel employees." International Journal of Hospitality Management 62 (April 2017): 21–32. http://dx.doi.org/10.1016/j.ijhm.2016.11.013.
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Gautam, Prakash Kumar, and Rishi Raj Gautam. "Organizational Culture Orientation and Union Influence." Management Dynamics 26, no. 1 (October 11, 2023): 43–55. http://dx.doi.org/10.3126/md.v26i1.59150.
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Employee unions are indispensable components of organizational success. The role of the employee union, which could be a consequence of organizational culture, determines the degree of an organization’s success. This study aims to explore the employee unions’ influence on the different cultural orientations of the organization. The study is based on survey data from 23 sample organizations’ 479 respondents. This study employed a mixed approach: a qualitative approach for understanding the fundamentals of employee unions and their influence in the Nepalese context and a quantitative approach for estimating unions’ influence. OCAI to determine the cultural orientation of sample organizations. A survey questionnaire was distributed to the employees, management leaders, and union leaders as respondents to estimate the influence of employee unions. Word clouds, OCAI charts, and descriptive statistics were used to conclude the study. Findings revealed unions’ influence on organizations in different functions like recruitment and selection, training and development, compensation, and the working environment. Union influence is found to be more active and influential in hierarchy culture than in market culture. This study contributes to the Power Resource Approach and Social Exchange Theory. It encourages the organizations’ leaders to orient their culture toward market culture to foster a fair, transparent, and competitive work environment and lessen the adverse influence of employee unions.
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Sandhu, Moeed Ahmad, Javed Iqbal, Waris Ali, and Muhmmad Sajid Tufail. "Effect of Employee Motivation on Employee Performance." Journal of Business and Social Review in Emerging Economies 3, no. 1 (June 30, 2017): 85–100. http://dx.doi.org/10.26710/jbsee.v3i1.182.
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Purpose: The study empirically analyzes the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and performance of small and medium enterprises (SMEs) in northeast Nigeria.
Design/Methodology/Approach: The paper adopts quantitative survey method using structured questionnaires, data was collected from 240 SME owner-managers in northeast Nigeria. The data collected was analyzed using Partial Least Squares PLS-SEM.
Findings: The findings of the study indicates a significant positive relationship between EO, TO and Performance of SMEs. Additionally, the outcomes of the study authenticate that government support policy moderates the relationship between EO, TO and performance of SMEs in Nigeria.
Implications/Originality/Value: The study have practical implication for government, policy makers, regulators, SMEs owner-managers and other stakeholders to recognize government support as it affects SMEs performance. The study further add to the frontier of knowledge on the importance of GSPs in strengthen the relationship between the variables and SMEs performance. This is the first study that focuses on testing the moderating role of government support policy on the relationship between entrepreneurial orientation, technology orientation and SMEs performance in Nigeria.
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Chen, Siyuan, Mingyu Zhang, Yihua Zhang, Wen Wu, Zhimin Xiao, Shaoxue Wu, Pan Liu, and Yuhuan Xia. "Influence of relationship conflicts with leaders and coworkers on employees' voice." Social Behavior and Personality: an international journal 48, no. 11 (November 4, 2020): 1–16. http://dx.doi.org/10.2224/sbp.9120.
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Building on self-determination theory and relational attribution theory, in this study we examined how relationship conflicts with leaders and coworkers simultaneously affect employee voice behaviors. We expanded relational attribution theory by developing two new constructs we labeled leader-relational attribution orientation and coworker-relational attribution orientation to describe employees' different responses to relationship conflicts with leaders and coworkers via psychological needs satisfaction. We surveyed 328 employee–leader dyads who were employed at a semiconductor manufacturer to test our hypotheses. We found that leader-relational attribution orientation can strengthen the influences of relationship conflicts with leaders on psychological needs satisfaction and its indirect effects on employee voice behaviors. Coworker-relational attribution orientation can strengthen the influences of relationship conflicts with coworkers on psychological needs satisfaction and its indirect effects on employee voice behaviors. Theoretical and practical implications are discussed.
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Onyango, Beatrice, George Otieno Obonyo, and Beatrice Chepngetich. "Organizational Culture Orientations and Employee Turnover Rate among Star Rated Hotels in Nairobi County." International Journal of Scientific Research and Management 10, no. 10 (October 6, 2022): 4070–83. http://dx.doi.org/10.18535/ijsrm/v10i10.em07.
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Hospitality industry is characterised by intensity of labour all over the world. Curiously, the sector is also dodged with higher employee turnover and slow growth, with many ventures closing down annually. In Kenya, the employee turnover rate remains at over 50% with hotels in Nairobi recording the highest turnover of over 72% by the first quarter of the year 2021. Management scholars have argued that aligning organizational culture to the business environment is the best approach to dealing with organization outcomes, including employee turnover. The main objective of this study was to investigate the influence of organizational culture orientations on employee turnover rate among star rated hotels in Nairobi County. Specific objectives were to determine the influence of innovation orientation culture on employee turnover rate, and to establish the influence of stability orientation culture on employee turnover rate. Contingency theory, which stipulates that approaches for enhancing firm outcome are contingent upon environmental factors was adopted. The study employed a correlational survey design on a target population of 486 top and middle-level managers. Fishers et al (1998) formula and multistage sampling were used to select a sample of 213 from the target population. Data was collected via structured questionnaires. Expert rating method was used to calculate a content validity index (CVI) of 0.88 for the instrument. Reliability was calculated through split-half method, where correlation coefficients of 0.88, and 0.84 for organizational culture and organizational structure respectively was attained. Descriptive and inferentialwereusedfordataanalysis. The findings showed that 75.7% changes in employee turnover rate is attributed to organizational culture orientations investigated by the study (R2 =0.757). Findings also showed that stability orientation (β=0.473), and innovative orientation (β=0.484) all are significant predictors {F (1, 183) =278.617, P<0.05} of employee turnover rate among the hotels. It is concluded that stability orientation culture and innovative orientation culture are critical organizational characteristics for managing employee turnover. The study recommends that organizational characteristics should be improved for the purpose of controlling employee turnover. Further research needs to be done on effects of ethical environment and corporate governance on employee turnover rate.
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Acevedo, Jose M., and George B. Yancey. "Assessing new employee orientation programs." Journal of Workplace Learning 23, no. 5 (July 5, 2011): 349–54. http://dx.doi.org/10.1108/13665621111141939.
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Mestre, Michel, Alan Stainer, and Lorice Stainer. "Employee orientation ‐ the Japanese approach." Employee Relations 19, no. 5 (October 1997): 443–56. http://dx.doi.org/10.1108/01425459710186322.
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Nabayinda, Hasanati, and Musa Matovu. "AN ANALYSIS OF PSYCHOLOGICAL ORIENTATION, COMMITMENT AND EMPLOYEE PERFORMANCE IN PUBLIC INSTITUTIONS: A CASE STUDY OF KAMPALA CITY COUNCIL AUTHORITY (KCCA), UGANDA." International Journal of Research -GRANTHAALAYAH 8, no. 1 (June 4, 2020): 176–88. http://dx.doi.org/10.29121/granthaalayah.v8.i1.2020.266.
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Background: The study intended to analyze the relationship between psychological orientation, commitment and employee performance among staff in public institutions: A case study of Kampala City Council Authority (KCCA). The study tested three hypotheses; (i) there is no relationship between psychological orientation and employee commitment in KCCA; (ii) there is no relationship between commitment and employee performance in KCCA; and (iii) there is no relationship between orientation and employee performance in KCCA. A correlational research design was employed to test the relationship between the variables under study. A closed ended questionnaire was adopted to collect data for this study.
Results: From the results obtained it was observed that there is a significant positive relationship between psychological orientation and commitment, r = .668, p = .015, N = 213; statistically significant positive relationship between commitment and employee performance, r = .419, p = .041, N = 213; and statistically significant positive relationship between psychological orientation and employee performance among the staff in KCCA, r = .789, p = .000; N= 213.
Recommendations: The study recommends that KCCA put more efforts and resources into psychological orientation because it highly predicts employee performance than any other variable studied. It was also noted that all the variables under study were related to one another, meaning that they have statistical importance, and can be considered when improving performance of the employees at KCCA.
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Song, Wenhao, Hongyan Yu, Yanlong Zhang, and Wan Jiang. "Goal orientation and employee creativity: The mediating role of creative role identity." Journal of Management & Organization 21, no. 1 (January 2015): 82–97. http://dx.doi.org/10.1017/jmo.2014.64.
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AbstractWe developed and tested a model of employee creativity based on achievement goal theory and role identity theory. Examining the relationship between the three dimensions of goal orientation and employee creativity, we explored the mediating effect of creative role identity. Data were collected from 197 employees and their supervisors from several industries in China. The results indicated that employee learning orientation was positively related to employee creativity, but that no such positive relationship existed between approach performance orientation and employee creativity. Interestingly, we found that avoidance performance orientation was positively related to employee creativity. Learning orientation, approach performance orientation and avoidance performance orientation were all found to have significant effects on creative role identity. In turn, creative role identity fully mediated the relationship between learning orientation and employee creativity, and the relationship between avoidance performance orientation and employee creativity. These findings contribute to the advancement of role identity theory, and their theoretical and practical implications are discussed.
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Vaitoonkiat, Ekawee, and Peerayuth Charoensukmongkol. "Stakeholder orientation’s contribution to firm performance." Management Research Review 43, no. 7 (January 30, 2020): 863–83. http://dx.doi.org/10.1108/mrr-07-2019-0296.
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Purpose This study aims to investigate stakeholder orientation’s influence on firm’s performance and analyze four types of stakeholder orientations: customer, competitor, employee and shareholder. Moreover, this research extended the previous literature by examining perceived market uncertainty’s moderating effect, which can influence the effects of the orientation to all four stakeholder groups’ effects on firm performance. Design/methodology/approach The study collected questionnaire data from 370 small and medium-sized enterprises in the steel fabrication industry in Thailand, and hierarchical regression analysis was used to test the hypotheses. Findings The results of the main effect analysis indicated that customer, competitor and employee orientation affected firm’s performance positively and significantly; however, the analysis did not support shareholder orientation’s significant contribution. Moreover, the analysis of the moderating effect showed that perceived market uncertainty moderated customer and competitor orientation’s effect on firm’s performance positively and significantly. However, perceived market uncertainty moderated employee and shareholder orientation’s effects on firm’s performance negatively and significantly. Originality/value This study advances prior research by showing that stakeholder orientation’s role in firms’ performance may be contingent on the nature of market conditions that firms experience. In particular, this research demonstrated that not all aspects of stakeholder orientation may be beneficial for firms to maintain high performance under high market uncertainty.
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Pimentel, Duarte, and Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms." European Journal of Family Business 12, no. 1 (March 8, 2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.
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This paper aims to assess differences between employees of family and non-family firms regarding their levels of employee silence and their perceptions of the company’s entrepreneurial orientation. Moreover, focusing on family firms, we assess the relationship between the levels of employees’ silence and their perceptions of the firm’s entrepreneurial orientation. The empirical evidence is provided by a sample of 245 Portuguese employees, 117 employees of family firms, and 128 of non-family firms, who responded to a questionnaire that included employee silence and entrepreneurial orientation measures. Results reveal that family firms’ employees show higher levels of employee silence but perceive their companies as less entrepreneurially oriented than employees of non-family companies. In addition, our results do not support the idea that there is a relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation. This paper offers initial insights into the debate on the relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation in family firms.
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Obuya, Wilfred, Pius Chumba, and Joseph Kirui. "Orientation Training and Performance of Employees in Select County Governments in Nyanza Region in Kenya as Moderated by Knowledge Sharing." International Journal of Research and Innovation in Social Science VIII, no. VI (2024): 2357–68. http://dx.doi.org/10.47772/ijriss.2024.806178.
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County governments in Kenya were constitutionalized in 2010 to ensure resources and services were devolved. However, employee performance in the Nyanza region has been declining despite high investment in orientation and training programs. The purpose of this study was to establish the moderating effect of knowledge sharing on the relationship between orientation training and the performance of employees in Kisii, Migori, Siaya, Homa Bay, and Nyamira County Governments. The study was grounded in human capital theory. A correlation research design was utilized, targeting 389 employees from selected county governments in the Nyanza region. A sample of 199 respondents was selected using a stratified sampling method. Structured questionnaires were used to collect primary data. Both descriptive and inferential statistics were used in the data analysis, while hierarchical multiple linear regression was used to test the moderating effect of knowledge sharing on the relationship between orientation and mentorship training and employee performance in county governments. The results showed that orientation training through induction, benchmarking practices, job rotation, and role and duties awareness played crucial roles in improving employees’ performance in the county governments. Hence, orientation had a positive, significant relationship with employee performance. Additionally, there was a moderating effect of knowledge sharing on the relationship between orientation and employee performance (P=0.000<0.05). Knowledge management contributed to a 3.2% improvement in the relationship between orientation and employee performance (R Square Change =0.032). The study concludes that knowledge-sharing orientation training had a moderating effect on the relationship between orientation and employee performance. The study recommends that county governments enhance orientation training programs for employee development, optimize professional development, develop comprehensive employee orientation programs, and strengthen personal development by investing in knowledge-sharing resources.
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Yoo, Jaewon, and Yeonsung Jung. "Interactive effects of organizational goal orientations on bank-employee’s behavior." International Journal of Bank Marketing 37, no. 2 (April 1, 2019): 402–25. http://dx.doi.org/10.1108/ijbm-08-2017-0177.
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PurposeThe purpose of this paper is to test the effects of the service orientation on bank-employee behaviors; to empirically examine the moderating role of the productivity orientation in an effort to explain when and why the simultaneous pursuit of the service orientation and the productivity orientation negatively affect the financial service employee psychological empowerment; and to explore any contextual factors that can suppress or facilitate the bank–employee behaviors.Design/methodology/approachA single cross-sectional descriptive design was used for this study. Purposive sampling was used to identify the respondents who were bank employees in financial-service-sector organizations in South Korea. To analyze the data, a confirmatory-factor analysis (CFA) using LISREL 8.5 was employed. Conditional process modeling was performed to test the moderated mediation and the moderated-mediation hypotheses.FindingsThe results showed a significant relationship between the service orientation and the frontline-employee behaviors, thereby establishing the psychological empowerment as an intervening mechanism. The findings also suggest that the moderating role of the productivity orientation weakened the positive effect of the service orientation on the bank-employee psychological empowerment. This research identifies the positive interactive effect of the customer power upon the psychological empowerment of the employee extra-role behavior. The task interdependence enhanced the link between the psychological empowerment and the employee in-role behavior.Research limitations/implicationsThe specific service sector that was chosen is retail banking. The cross-sectional nature of the data is considered a limitation; furthermore, the self-reported nature of the completed questionnaires might have resulted in the common method bias. Further research should be conducted to collect longitudinal data from other service sectors to verify the hypothesized relationship. Extensions into other sectors that differ in terms of the customer power degree and the task interdependence level could lead to a contingency framework that shows if and how the hypothesized linkages can be changed according to the contextual factors.Practical implicationsFor managers who want or need to pursue the strategic goals of the service orientation and the productivity orientation simultaneously, this study offers useful insights into the management of the strategic dilemmas that stem from service-setting multi-goal pursuits from an employee perspective. Second, the significant positive relationships that were observed between the values of the overt customer power and the extra-role behavior suggest that constraining and influential customer behaviors are likely to produce a structured working environment that encourages the bank-employee extra-role behavior. Third, the results also suggest that the task structure (task interdependence) may influence the employee in-role behavior. Thus, managers should encourage an organizational sense of belonging for their employees and an understanding of the essential nature of the employee work role in terms of a competitive organizational performance.Social implicationsIn banking circumstances, stickiness on product orientation by cutting cost will deteriorate the level of customer service and will then reduce customer revenues. In this case, disgruntled staff and unhappy customers perceive that their interests are being sacrificed in the pursuit of greater productivity. In this situation, revenues may fall faster than the reduction in costs. Thus, it may be proven that the cost of the dual demands from these two orientation types outweigh the benefit. Bank executives may perceive organizational productivity orientation as being an easier and more evident tool to use for reducing cost, especially with the existence of tough competition. Critically, in addition to poor service quality, this study indicates that there is a side effect of productivity orientation practice. Thus, managers should use caution in the concurrent employment of the two types.Originality/valueThis study identified the reason for the negative service outcomes that result from the simultaneous pursuits of the service orientation and the productivity orientation. From an employee perspective, it might be proven that the costs of the dual-service and production-orientation demands may outweigh the benefits. Thus, this proposed research model, in which the frontline autonomy acted as a key mediator and the customer power and the task interdependence were salient moderators, has been shown as crucial in the transmission of the impacts of the service and the quality orientation, and in the blunting of the service-productivity trade-offs that are due to the employee’s perceived multi-goal orientations.
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HSIEH, Ting-Hao, Yu-Hsia HO, and Shieh-Liang CHEN. "Relationship Between Transactional Leadership and Employee Lifelong Learning with Prove Orientation as a Mediator." Journal of Research in Educational Sciences 10, no. 12 (January 20, 2020): 5. http://dx.doi.org/10.14505//jres.v10.12.01.
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The objective of this study was to investigate prove orientation mediate the relationship between transactional leadership and employee lifelong learning. For this, we distributed questionnaires to 800 employees, of which 512 valid questionnaires were received effectivity response rate of 64%. Confirmatory factor analysis and hierarchical regression analysis were employed to test our hypotheses. Our results suggested that transactional leadership positively influences employee lifelong learning, and that prove orientation has a mediating effect on this relationship. This manuscript provides a better understanding of employee lifelong learning can generate financial benefits for organizations. We conclude by proposing recommendations for management practices and future research.
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Atitumpong, Aungkhana, and Yuosre F. Badir. "Leader-member exchange, learning orientation and innovative work behavior." Journal of Workplace Learning 30, no. 1 (February 12, 2018): 32–47. http://dx.doi.org/10.1108/jwl-01-2017-0005.
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Purpose This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy. Design/methodology/approach Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses. Findings Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy. Originality/value This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.
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Frislia, Ernie, and Seger Handoyo. "THE ROLE OF SELF-CONSTRUAL AND GOAL ORIENTATION ON EMPLOYEE INNOVATIVE WORK BEHAVIOR." Jurnal Psikologi 19, no. 3 (July 8, 2020): 233–45. http://dx.doi.org/10.14710/jp.19.3.233-245.
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Innovation is an effort to increase the companies' competitiveness in Indonesia in the era of the ASEAN Economic Community and confront the fourth industrial era. Innovative work behavior is an organization's methods to implement innovations and improve performance, excellence, competitiveness, and confront changes in the dynamic external environment. This study aims to examine the effect of self-construal and goal orientation on innovative work behavior by testing hypotheses using multiple regression analysis. Data collection in this study uses an innovative work behavior scale, self-construal scale, and goal orientation scale, an online survey method filled by 168 employees working in the manufacturing industry sectors in Indonesia. The results show that self-construal and goal orientation have a positive effect on innovative work behavior, enhancement in self-construal, and goal orientation to increase employees' innovative work behavior—the contribution of goal orientation significant higher for employees' innovative work behavior than for self-construal contributions. Individuals with goal orientations can help organizations to develop innovation through innovative work behavior.
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Boukis, Achilleas, Spiros Gounaris, and Ian Lings. "Internal market orientation determinants of employee brand enactment." Journal of Services Marketing 31, no. 7 (October 9, 2017): 690–703. http://dx.doi.org/10.1108/jsm-07-2016-0272.
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Purpose This study aims to explore how the adoption of internal market orientation (IMO) can enhance front-line employee brand enactment within an interpersonal service setting. Insights from equity theory and the person – environment paradigm are drawn upon to develop a theoretical model describing the impact of IMO on employee – organization fit, employee – supervisor fit and employee – job fit and the consequences of IMO on employee brand knowledge and brand identification. Second, the role of various types of fit and brand knowledge/identification for front-line employee brand enactment is confirmed. Design/methodology/approach This study draws from service employees in a high-contact customer setting. Findings Results uncover two mechanisms for successful internal branding: increasing employee fit with the service environment and enhancing employee brand knowledge. Practical implications The study contributes to practice in that the findings outline a realistic understanding of how managerial actions facilitate employees’ alignment with the firm’s brand promise within the realm of the broader organizational context in which service delivery takes place. Originality/value The present study contributes in the extant literature as it enables a more holistic view of the drivers of brand-congruent behaviors among front-line employees. Moreover, it has a significant contribution for future researchers as it lays the ground to further examine how employees’ perceptions of internal marketing strategies shape their fit levels with different aspects of their working environment which also affect the internal branding efforts of service organizations.
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Abedini Koshksaray, Amir, Allahyar (Arsalan) Ardakani, Naeimeh Ghasemnejad, and Ateneh Qhodsikhah Azbari. "The effect of customer orientation coaching on employee’s individual performance and financial and non-financial performance." International Journal of Islamic and Middle Eastern Finance and Management 13, no. 3 (May 4, 2020): 437–69. http://dx.doi.org/10.1108/imefm-04-2019-0169.
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Purpose Recently, banks have focussed on teaching marketing skills, especially customer orientation. This issue, according to previous studies, has led to improved employee and bank performance. In this regard, Tejarat bank (an Iranian Bank) also organised specialised customer orientation courses for its employees with the help of the Iranian Scientific Marketing Association. Consequently, the purpose of this study is to examine the effect of customer orientation coaching on employee’s individual performance and financial and non-financial performance of the bank. Design/methodology/approach Accordingly, by using theoretical foundations, this study attempted to present a comprehensive conceptual and theoretical model on the effect of customer orientation coaching on employee and bank performance. The structural equation modelling was run to test the relevant hypotheses. Findings The results showed the significant effect of customer orientation coaching on employee performance either directly or indirectly. Customer orientation, competitor orientation, sales orientation and the long-term orientation of the employees were mediating factors between customer orientation coaching and employee performance. The effect of employee’s performance on the financial and non-financial performance of the bank was also significant. Originality/value These results help to understand the importance of coaching for developing customer orientation and perception about competitor orientation, sales orientation and long-term orientation of employees and their effect on individual and organisational performance.
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Artini, Ni Rai, Ngurah Made Novianha Pynatih, Ni Made Taman Ayuk, and I. Nyoman Gede Marta. "THE ROLE OF ORGANIZATIONAL CULTURE AND ENTREPRENEURSHIP ORIENTATION ON EMPLOYEE PERFORMANCE IN VILLAGE CREDIT UNION IN BADUNG - BALI." Eksis: Jurnal Riset Ekonomi dan Bisnis 17, no. 1 (January 15, 2023): 125–34. http://dx.doi.org/10.26533/eksis.v17i1.1050.
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The performance of Village Credit Union employees in Bali tends to decline. In addition to financial factors, it is suspected that this is also influenced by non-financial factors, namely entrepreneurial orientation and organizational culture. This study examines the influence of organizational culture and entrepreneurial orientation on employee performance at the village credit union in Badung Regency. These four main objectives are achieved by using a quantitative approach. The quantitative approach uses an alternative PLS 3 SEM analysis technique, using 94 respondents from Village Credit Union employees in Badung Regency. The results of the study show that organizational culture influences entrepreneurial orientation. However, organizational culture does not affect employee performance. Entrepreneurial orientation is also proven to influence employee performance. In addition, entrepreneurial orientation can mediate organizational culture's influence on employee performance.
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Elshifa, Aria, Ary Dwi Anjarini, Aghus Jamaludin Kharis, and Aria Mulyapradana. "Pengaruh Keterlibatan Kerja dan Orientasi Belajar terhadap Kinerja Karyawan dengan Mediasi Kompetensi." Jesya (Jurnal Ekonomi & Ekonomi Syariah) 3, no. 2 (June 2, 2020): 276–84. http://dx.doi.org/10.36778/jesya.v3i2.183.
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Abstract The purpose of this study was to examine and analyze the effect of work engagement and learning orientation on competence. To test and analyze the effect of work engagement, learning orientation and competence on employee performance. To test and analyze the effect of work engagement and learning orientation on employee performance mediated by competence.The population in this study were employees of PT. Adira Dinamika Multi Finance Tbk. The Pekalongan Branch is 65 Debt Collector employees. The research method uses analytical tools in the form of mediation test analysis.The results of the study were obtained as follows. Work involvement and learning orientation have a positive and significant influence on employee competencies in PT. Adira Dinamika Multi Finance Tbk. Pekalongan Branch. Work involvement, learning orientation and competence have a positive and significant impact on employee performance of PT. Adira Dinamika Multi Finance Tbk. Pekalongan Branch. Competence as a variable mediating the effect of work involvement and learning orientation on employee performance of PT. Adira Dinamika Multi Finance Tbk. Pekalongan Branch.
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Park, Cheol, Jongkun Jun, Thaemin Lee, and Heejung Lee. "Customer orientation or employee orientation: which matters more? The moderating role of firm size." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 1001–11. http://dx.doi.org/10.1108/jbim-05-2017-0119.
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Purpose This study aims to examine several antecedents of employee satisfaction (ES) and turnover intention (TI), including customer orientation (CO) and employee orientation (EO). The purposes are to investigate the effect of EO and CO and their interaction on employee performance, and to verify the moderating effect of firm size. Design/methodology/approach A mixed model with firm size as a potential moderator was constructed through a hierarchical linear modeling approach with data collected from 1,006 employees at 127 firms. Findings The results indicate that customer and EO and their interaction affected ES, CO and its interaction with EO significantly affected TI and the effects differed according to firm size. These results suggest that the influence of customer and EO depends on firm size. Originality/value This study contributes to verifying the effect of EO and CO and the interaction effects on employee performance, an area that has remained unexamined in the literature. It also investigates the moderating effect of firm size on EO and CO, which affects employee performance. It is suggested that companies determine whether EO or CO matters more according to the size of company.
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Feuer, Louis C. "I'm lost and need employee orientation." Case Manager 13, no. 3 (May 2002): 24–26. http://dx.doi.org/10.1067/mcm.2002.124508.
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West, James A., and Mariann Tsilis Barnard. "Increasing Employee Knowledge through Online Orientation." International Journal of Learning: Annual Review 17, no. 7 (2010): 347–58. http://dx.doi.org/10.18848/1447-9494/cgp/v17i07/47097.
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Popli, Sapna, and Irfan A. Rizvi. "Exploring the relationship between service orientation, employee engagement and perceived leadership style: a study of managers in the private service sector organizations in India." Journal of Services Marketing 29, no. 1 (February 9, 2015): 59–70. http://dx.doi.org/10.1108/jsm-06-2013-0151.
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Purpose – The aim of this paper is to explore the relationship between leadership, employee engagement and service orientation, specific to the private service sector organizations in India. The paper also explores the ability of leadership style and engagement to predict service orientation in the given cross section. Design/methodology/approach – The paper has used a single cross-sectional descriptive design. Purposive sampling has been used to identify respondents who are managers in the private service sector organisations in India. A valid sample size of 106 has been used for the analysis. Instruments used for perceived leadership style are as follows: Multifactor Leadership Questionnaire (MLQ-5X short form); Employee Engagement E3 (DDI) and Service Orientation (Frimpong and Wilson, 2012). Findings – Service orientation is found to be strongly correlated to employee engagement and employee engagement is a strong predictor of service orientation. The other relationships which are significant and moderately correlated are that of transformational leadership and employee engagement and also of transformational leadership and service orientation. Research limitations/implications – The study highlights the importance and significant role of leadership and employee engagement for higher service orientation in the given cross section. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques. Practical implications – The research emphasizes that organizations need to focus on employee engagement as much as they focus on customers. The differential advantage to organizations will come through the employees and their behaviors towards customers. Appropriate leadership styles that drive engagement and service-oriented behaviors can be fostered in organizations to drive service performance. The mediating impact of employee engagement of the leadership style and service orientation relationship could be further explored through path analysis or structured equation modeling techniques. Originality/value – The research is focused in the private service sector organizations in India and data and results support the need to focus on employees for higher scores on customer parameters. The respondents are from a cross section of service organizations and, hence, emphasizing the interplay of the three variables across organizations. The paper supports the critical role of leadership and employees in creating a higher service orientation.
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Singh, Abhishek, and Santosh Rangnekar. "Empowering leadership in hospital employees." International Journal of Productivity and Performance Management 69, no. 7 (February 21, 2020): 1497–519. http://dx.doi.org/10.1108/ijppm-03-2019-0132.
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PurposeThis research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.Design/methodology/approachData were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.FindingsThe important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.Practical implicationsOrganizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.Originality/valueThe study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.
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ENGİNKAYA, Ebru, and Gizem KÖSE. "ÇALIŞANLARIN KURUMSAL SOSYAL SORUMLULUK ALGISININ MÜŞTERİ ODAKLILIK VE ALGINAN PERFORMANS İLE İLİŞKİSİNİN İNCELENMESİ." Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 9, no. 2 (July 29, 2022): 851–70. http://dx.doi.org/10.30798/makuiibf.912775.
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In today's conditions, almost all businesses, of regardless of the sector they operate in, use social responsibility effectively to gain competitive advantage. Researches on corporate social responsibility commonly centered on customers’ perception, while investigating employees’ point of view is still needed. This research investigates relations between employee perceptions of corporate social responsibility, customer orientation, and perceived performance. Data were obtained from 218 employees and analyzed by Partial Least Squares (PLS) Structural Equation Modelling technique. Results show that all dimensions of employees’ perception of CSR are positively related to customer orientation and perceived performance. Perceived environmental CSR activities are the strongest variable to explain perceived performance whereas perceived ethical CSR activities are the strongest variable to determine customer orientation. Furthermore, customer orientation is positively related to perceived performance. Results provide fruitful insights for employee-based CSR and its possible positive consequences. Furthermore, the study intends to fill the research void in employee-based CSR and investigate its effect on marketing related outputs with its results.
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Lee, Kwangho, and Hae-Deok Song. "Linkages between Social Goal Orientation and Innovative Behavior: Examining the Mediating Role of Knowledge Sharing and Employee Engagement." Sustainability 12, no. 23 (November 26, 2020): 9886. http://dx.doi.org/10.3390/su12239886.
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The purpose of this study is to identify the structural relationships among social goal orientation, knowledge sharing, employee engagement and innovative behavior on employees of an organization. This study used a data sample of office workers in Korean companies by survey. The findings are as follows. First, knowledge sharing plays a significant role in the relationship between social goal orientation type and innovative behavior. Second, employee engagement plays a mediating role between social goal orientation and innovative behavior. Third, the dual mediating effect of knowledge sharing and employee engagement is important between social goal orientation and innovative behavior. Our findings have important theoretical implications, which suggest that not only psychological motivations of individuals but also their social motivations should be considered to promote innovative behavior. Therefore, it is important to provide an appropriate knowledge sharing and employee engagement environment for employees according to their social goal orientation type rather than requiring innovative behavior.
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Abdulganiyu, Abbas, Yunusa Salisu Tanko, and Anthony Kolade Adesugba. "THE MODERATING ROLE OF EMPLOYEE COMMITMENT ON THE EFFECT OF LEARNING ORIENTATION ON SMES PERFORMANCE." GUSAU JOURNAL OF ECONOMICS AND DEVELOPMENT STUDIES 3, no. 1 (August 30, 2023): 11. http://dx.doi.org/10.57233/gujeds.v3i1.2.
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The study examines the moderating role of employee commitment on the effect of learning orientation on SMEs performance. SMEs has not been performing in Nigeria because of low level of learning orientation, entrepreneurial skills, poor management practices, low access to money and capital markets, low equity participation from the promoters because of insufficient personal savings due to their level of poverty and low return on investment, inadequate equity capital. The main objective of the study is to examine the moderating role of employee commitment on the effect of learning orientation on SMEs performance. 408 usable questionnaires were gathered to determine 2 hypotheses developed to address the research problem, and PLS-SEM path modeling was employed to analyze the data. The findings of the study revealed that learning orientation has significant effect on Small and Medium Enterprises (SMEs) performance and employee commitment moderate the effect of learning orientation on Small and Medium Enterprises (SMEs) performance. The study recommended that Owner/managers should encourage employees to introduce new ideas, new technology, new way of thinking implement and utilize these abilities as this will improve SMEs performance.
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Lee, Ruby P., and Susan Wei. "Do employee orientation and societal orientation matter in the customer orientation—Performance link?" Journal of Business Research 159 (April 2023): 113722. http://dx.doi.org/10.1016/j.jbusres.2023.113722.
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Petrillose, Michael J., Carol W. Shanklin, and Ronald G. Downey. "An Empirical Analysis of Service Orientation and its Impact on Employee Job Performance in Upscale Hotels." Journal of Hospitality & Tourism Research 22, no. 1 (February 1998): 39–55. http://dx.doi.org/10.1177/109634809802200105.
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This research investigated the service orientation of employees of upscale hotel properties. Employees (N = 355) and supervisors/managers (N = 41) of three full-service hotels located in a large metropolitan market in the Midwest participated. Significant differences were found in the employee empathy and sensitivity components of the Service Orientation Index (SOI). High customer contact employees, as determined by their own self-rating, had significantly higher scores on the sensitivity component of the SOI than employees who rated themselves as having low contact with guests. Results suggested that position-defined contact could predict employee self-rated job performance, but the interaction of the position-defined contact and SOI scores did not moderate employee self-rated job performance. Findings indicated that supervisor/manager ratings of employee job performance cannot be predicted from SOI scores, and the interaction of position-defined contact did not moderate supervisor/manager ratings of employee job performance in predicting service orientation.
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He, Hongwei, Weiyue Wang, Weichun Zhu, and Lloyd Harris. "Service workers’ job performance." European Journal of Marketing 49, no. 11/12 (November 9, 2015): 1751–76. http://dx.doi.org/10.1108/ejm-03-2014-0132.
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Purpose – This paper aims to advance the literature by testing the boundary of this relationship with reference to a key construct in employee performance in the service domain: employee customer orientation. Organizational identification refers to employees’ perceived oneness and belongingness to their work organization, and has been argued to be associated with higher employee performance. Design/methodology/approach – Data were collected based on a sample of call center service workers. Employees rated their organizational identification, customer orientation and personality traits. Supervisors independently rated their subordinates’ performance. Variables statistic tools were used to analyze the data and test a series of hypotheses. Findings – It was found that customer orientation strengthens the relationship between organizational identification and service workers’ job performance, and it enhances the mediating effect of organizational identification on the relationship between service workers’ personality trait (i.e. agreeableness) and their performance. Originality/value – This research advances an argument that employee customer orientation moderates the relationship between employee organizational identification and employee job performance in the call center service provision domain. In addition, this is a pioneering study examining the roles of personality traits on employee organizational identification.
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Lee, Sang-Hee, and Jin-su Kim. "A Study on the Mediating Effect of Customer Orientation on the Relationship between Internal Marketing and Employee Competency and Management Performance in the Second Financial Sector." Korean Society of Culture and Convergence 45, no. 7 (July 31, 2023): 567–78. http://dx.doi.org/10.33645/cnc.2023.07.45.07.567.
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The purpose of this study is to examine the relationship between internal marketing, customer orientation, employee competence, and management performance of employees in the second financial sector in order to find ways to enhance competitiveness in the fierce competition.,As a result of the study, it was found that strengthening internal marketing has a significant effect on customer orientation, employee capacity, and management performance, and strengthening customer orientation has a significant effect on employee capacity but does not directly affect management performance.,The results of this study are meaningful in that it revealed that customer orientation is important to strengthen the competence of employees in the second financial sector.,In order for the second financial sector to survive in the fierce competition, it is important to introduce a satisfactory personnel system, compensation system, education and training system for employees.
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Kwak, Won Jun, and Ji Hyun Shim. "Effects of Machiavellian ethical leadership and employee power distance on employee voice." Social Behavior and Personality: an international journal 45, no. 9 (October 3, 2017): 1485–98. http://dx.doi.org/10.2224/sbp.5896.
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We investigated how employees respond to Machiavellian supervisors exerting ethical leadership. Participants were 252 matched supervisor–employee dyads, and we administered measures of supervisor ethical leadership, employee voice, employee power distance orientation, and supervisor Machiavellianism. Results revealed that Machiavellian supervisors' ethical leader behaviors were perceived to be genuine by subordinate employees, and that ethical leadership promoted supervisors' extrarole voice behaviors. Further, the effects of Machiavellian supervisors' ethical leader behaviors on employee voice were intensified in the particular organizational context of higher, versus lower, employee power distance orientation. Given the major finding that ethical leader behaviors demonstrated by Machiavellian supervisors were effective whether or not they were genuine, ethical leadership training and development are suggested to help promote desirable employee work behaviors, including voice.
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Johara, Fatema, Sofri Bin Yahya, and Shehnaz Tehseen. "Employee Retention, Market Orientation, and Organizational Performance – An Empirical Study." International Academic Journal of Business Management 06, no. 01 (June 14, 2019): 314–25. http://dx.doi.org/10.9756/iajbm/v6i1/1910032.
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Philpot, Denise R., and Mariya Gavrilova Aguilar. "Post-Leave (Return to Work) Training Needs and Human Resource Development." Advances in Developing Human Resources 23, no. 2 (March 5, 2021): 171–84. http://dx.doi.org/10.1177/1523422320982935.
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The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.
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Wieland, Sabrina, and Benjamin Scott Flavel. "The relationship between employee orientation, financial performance and leverage." Social Responsibility Journal 11, no. 4 (October 5, 2015): 716–33. http://dx.doi.org/10.1108/srj-10-2013-0132.
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Purpose – The purpose of this study was to provide an empirical investigation into the relationship between employee orientation and both financial performance and leverage. Design/methodology/approach – The selected sample set consisted of German publicly listed and unlisted companies identified as a “Top Employer” by the Top Employers Institute for the period 2008-2010. The relationship between employee orientation and both financial performance and leverage was then examined for this sample set for the period 2007 and 2011, with the rating “Top Employer Germany” used as a proxy measure of employee orientation. Findings – The findings show a strong correlation with trade-off, traditional human relations and managerial opportunism theory. It is shown that investments in employee-orientated activities, such as career opportunities, and secondary benefits and work–life balance, lead to reductions in financial performance, which in turn leads to higher levels of employee orientation. Furthermore, no statistically significant relationship between the level of employee orientation and company leverage was found which is in disagreement with stakeholder capital structure theories which propose that there is a negative relationship, where highly leveraged companies tend to invest less in employee-orientated activities which in turn lead to higher levels of leverage. Originality/value – This is one of the first studies to provide an empirical investigation into the relationship between the level of employee orientation and both financial performance and corporate leverage. Most previous studies have focused on either financial performance or leverage. Furthermore, this is one of the first studies which has its geographical focus on Continental Europe. Most previous studies focused on the Anglo-American corporate environment.
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Swasti, Fierna Fajar, Didik Subiyanto, and Epsilandri Septyarini. "Analisis Pengaruh Motivasi, Mengikuti Pelatihan, Peran Kepemimpinan, dan Orientasi Pembelajaran terhadap Kinerja Karyawan:." Al-Kharaj : Jurnal Ekonomi, Keuangan & Bisnis Syariah 5, no. 6 (December 1, 2022): 2559–73. http://dx.doi.org/10.47467/alkharaj.v5i6.2452.
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This study aims to determine the effect of work motivation, job training, leadership roles, and learning orientation on the performance of PT Daffa Jaya Utama employees. The research method uses quantitative. The population in this study were all employees of PT Daffa Jaya Utama as many as 50 employees. The sample used in this study were all 50 employees. The tests used in this research are validity, reliability, normality, heteroscedasticity, multicollinearity, multiple linear regression analysis, partial test, simultaneous test, and coefficient of determination test. The results showed that the variables of work motivation and leadership roles partially had no significant effect on employee performance, for job training and learning orientation variables partially had a significant effect on employee performance. Simultaneously the variables of work motivation, training, leadership roles, and learning orientation have a positive and significant impact on millennial children's investment interest
Keywords: work motivation, job training, leadership roles, learning orientation, employee performance
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Shariq, Syed Muhammad, Umer Mukhtar, and Suleman Anwar. "Mediating and moderating impact of goal orientation and emotional intelligence on the relationship of knowledge oriented leadership and knowledge sharing." Journal of Knowledge Management 23, no. 2 (March 11, 2019): 332–50. http://dx.doi.org/10.1108/jkm-01-2018-0033.
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PurposeThis paper aims to examine the underlying mechanism through which knowledge-oriented leadership (KOL) encourages knowledge sharing (KS) among the employees. It investigates KOL as an antecedent of KS. Furthermore, it also examines the mediation of employee goal orientation in the relationship of KOL and KS. Moderating role of emotional intelligence is also examined.Design/methodology/approachMultilayer data were collected from 223 employees of pharmaceutical industry in Pakistan. Structural equation modelling (SEM) is applied to analyse the model and hypothesis.FindingsThe result supports the direct positive effect of KOL on KS. Indirect effect of KOL on KS through the mediation of employee learning goal orientation is also supported by the result.Practical implicationsOrganizations or managers should engage their learning-oriented employees newly hired employee and front line manager in KS process. Leader should give different task to such an employee who did not perform earlier because in doing so, such employee will explore or exploit their own tacit knowledge and that of their colleagues.Originality/valueThis study contributes to the existing body of knowledge by establishing unexplored indirect effect of KOL on KS through the mediation of employee goal orientation. By discussing goal orientation as an outcome of KOL, this study extends the literature of the outcomes of KOL, which are currently limited to KM, work attitudes and innovative performance.
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Kerse, Gökhan. "The effect of perceived green organizational support on employee green behavior." Brazilian Journal of Operations & Production Management 21, no. 1 (January 24, 2024): 1762. http://dx.doi.org/10.14488/bjopm.1762.2024.
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Purpose: The present study examines the effect of perceived green organizational support on employee green behavior in the manufacturing sector. The study also attempted to determine whether long-term orientation has a moderating role in this effect. Design/Methodology/Approach: The study uses a quantitative research design. Data were obtained from employees working in the manufacturing sector using the convenience sampling and survey methods. Analyses such as confirmatory factor, reliability, correlation and regression (Model 1) analyses were carried out. Results: The findings have shown that perceived green organizational support positively affects employee green behavior, and that long-term orientation plays a moderating role in this effect. Research Limitations: Limitations include the data being obtained cross-sectionally from a single sector (manufacturing) and the only variables in consideration being perceived green organizational support, long-term orientation and employee green behavior. Practical implications: The findings reveal that managers in the manufacturing sector should turn to green organizational support practices because green behaviors (in-role and extra-role) increase with employees' perceptions of these support practices. The findings also revealed that employees with low long-term orientation levels (compared to those with medium and high levels) exhibit more green employee behavior as their perception of green organizational support increases. Originality / Value: The present study focuses on employee green behavior, which is important for Industry 4.0. It is also the first study to examine the relationship between perceived green organizational support and employee green behavior within the context of long-term orientation.
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Duan, Jinyun, Chanzi Bao, Caiyun Huang, and Chad Thomas Brinsfield. "Authoritarian leadership and employee silence in China." Journal of Management & Organization 24, no. 1 (January 18, 2017): 62–80. http://dx.doi.org/10.1017/jmo.2016.61.
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AbstractWe examine the relationship between authoritarian leadership and employee silence behaviour with 324 employees in 16 state-owned manufacturing enterprises in China. We draw from theories of motivation and person–environment fit to explain the mediating roles of psychological safety and organization-based self-esteem, and the moderating effects of power distance orientation. Regression analyses show that authoritarian leadership has a positive relationship with employee silence behaviour. Mediation analyses show that both psychological safety and organization-based self-esteem partially mediate the relationship between authoritarian leadership and employee silence. Moderation analysis revealed that the direct relationship between authoritarian leadership and employee silence behaviour is stronger for employees with high (as opposed to low) power distance orientation. Additionally, moderated-mediation analyses show that the mediating effects of both psychological safety and organization-based self-esteem are stronger for employees with low (as opposed to high) power distance orientation. Implications for theory and practice are discussed.
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P. Orosa, Hannah Grace. "LEVEL OF ATTITUDE TOWARDS ONBOARDING ON EMPLOYEES' ORGANIZATIONAL COMMITMENT: BASIS FOR EFFECTIVE HYBRID ONBOARDING PROGRAM." Social Values & Society 5, no. 2 (November 20, 2023): 46–53. http://dx.doi.org/10.26480/svs.02.2023.46.53.
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A year-long onboarding procedure is essential for the successful integration of new employees into an organization; it consists of support, resources, and training. Psychological attachment to the organization, organizational commitment, and employee loyalty are critical determinants of employee engagement, work output, and leadership distribution. The impact of employee attitudes toward onboarding on organizational commitment and employee retention has been the subject of research, underscoring the criticality of implementing efficient onboarding initiatives. This study employed a descriptive-correlational research design and quantitative methods to examine the relationship between employees’ commitment to the organization and their sentiments regarding their employment. The investigation involved a total of 126 individuals, representing various hierarchical positions and functional divisions within a real estate organization. Respondents praised the orientation program, stating that it provided pertinent and useful information. Organizational commitment was approximately average, and there was a significant correlation between employees’ attitudes toward induction and their organizational commitment level. The findings of this study illustrate the importance of implementing successful induction initiatives in order to cultivate employee dedication to the company. It is recommended that employers design customized orientation initiatives that prioritize key elements influencing employee engagement and loyalty, with active employee participation. The study’s findings can be utilized by human resource managers to improve the employee experience and develop retention strategies that are more efficient. This research establishes a foundation for subsequent investigations in the field of Human Resource Management by identifying the factors that contribute to the effectiveness of induction and employee engagement.
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Wasike, Fredrick, Peter KObonyo, and Florence Muindi. "Employee Work Values Orientation, Commitment and Performance in the Motor Vehicle Industry in Kenya." International Journal of Business and Management 19, no. 2 (February 3, 2024): 29. http://dx.doi.org/10.5539/ijbm.v19n2p29.
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The objective of the study was to establish the role of employee commitment in the relationship between employee work values orientation and employee job performance in the motor vehicle industry in Kenya. This relationships was tested using corresponding null hypothesis. The motivation for the study arose from the observation of employee performance challenges that were witnessed in the motor vehicle industry in Kenya. Literature has shown that work values orientation has been associated with employee job performance. This study was based on the social exchange theory. The objective of the study was to eastablish the mediating role of employee commitment in the relationship between employee work values orieontation and employee performance. Descriptive cross sectional survey was used in the study. The study had a population of 2,895 employees out of which a sample of 351 respondents were randomly chosen for data collection. Data was collected by use of structured questionnaires that were dropped and picked back while others were scanned and emailed back. Data was analyzed using regression models. Test findings showed that employee commitment partially mediates the ralationship between work values orientation and employee job performance. The significant findings implied that the hypothesis that the relationship between work values orientation and employee job performance is not mediated by employee commitment was rejected, and the study objective to examine the effect of employee commitment in the relationship between work values orientation and employee job performance in the motor vehicle industry in Kenya positively determined. The study outcomes significantly contributed to theory, policy and practice of work values orientation and its influence on employee job performance. The limitation of the study comprised respondents’ attitude and subjectivity that may have crept in due to bias in choosing suitable responses, however the use of structured questionnaires and supervisor responses was meant to corroborate and reduce personal or subjective ways of responding to statements posed. It was also suggested that a further study be done using similar variables on a longitudinal design for generalizability of results. Further, the study recommended that the motor vehicle industry adopts work values orientation, employee commitment and employee competence as joint factors that significantly improve employee job performance.
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Katz-Navon, Tal, Esther Unger-Aviram, and Caryn Block. "Examining the Cross-Level Influence of Dispositional and Team Goal Orientations on Employee Self-Regulation and Performance in a Complex Task Environment." Journal of Applied Behavioral Science 52, no. 4 (September 22, 2016): 396–421. http://dx.doi.org/10.1177/0021886316665460.
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The study examined the mediating role of individual’s self-regulatory processes of deep cognitive strategies (meaningful learning rather than a reproduction of knowledge) and negative affect in the relationship between dispositional and team goal orientations and team member’s performance of complex tasks. Thirty-three research and development teams and their managers participated. Results demonstrated that dispositional performance orientation (focus on success) increased negative affect, which, in turn, lowered employee job performance. Whereas team learning orientation (focus on learning and improvement) decreased negative affect, which, in turn, was associated with higher employee job performance. Additionally, both dispositional and team learning orientations were positively and significantly associated with individuals’ use of deep cognitive strategies. However, deep cognitive strategies were not associated with employee performance. Findings suggest that managers of teams performing complex tasks may want to consider ways to create and sustain a high learning orientation in order to reduce negative affect and increase use of deep cognitive strategies within their teams.
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Wagenheim, Matt, and Stephen Anderson. "Theme park employee satisfaction and customer orientation." Managing Leisure 13, no. 3-4 (October 2008): 242–57. http://dx.doi.org/10.1080/13606710802200944.
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