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Journal articles on the topic 'Job Design Theory'
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Kelly, John. "Does Job Re-Design Theory Explain Job Re-Design Outcomes?" Human Relations 45, no. 8 (August 1992): 753–74. http://dx.doi.org/10.1177/001872679204500801.
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Sanders, Katherine, Patrick V. Farrell, and Sarah K. A. Pfatteicher. "Curriculum Innovation Using Job Design Theory." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 50, no. 6 (October 2006): 779–83. http://dx.doi.org/10.1177/154193120605000604.
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Yean Yng Ling, Florence, and Weiyan Toh. "Boosting facility managers’ personal and work outcomes through job design." Facilities 32, no. 13/14 (September 30, 2014): 825–44. http://dx.doi.org/10.1108/f-04-2013-0031.
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Purpose – This study aims to identify the job characteristics that would boost the personal and work outcomes (e.g. job satisfaction, internal motivation and output quality) of facility managers (FMs) in Singapore based on the Job Characteristics Theory. Design/methodology/approach – The research method is a survey method, and data were collected using a structured questionnaire from 34 FMs through electronic mail and by post. Findings – Using t-test of the mean, 23 out of the 39 identified job characteristics are found to be significantly present in FMs’ jobs. Pearson’s correlation analysis revealed that the job characteristics that are significantly correlated with personal and work outcomes of FMs include those that use a variety of skills, in which task identity is present, task is significant, allow autonomy, provide feedback and meet FMs’ growth needs. Research limitations/implications – The Job Characteristics Theory is found to be applicable to FMs’ jobs, but this needs to be generalized carefully because of the relatively small sample size. Practical implications – It is recommended that the significant job characteristics that are identified in this study be designed and incorporated into FMs’ jobs. These include setting up teams where members play their parts well; a reward system when a job is done well; a career path with ample opportunities for promotion; and communication channels that are clear and precise. Originality/value – Important job characteristics that could boost FMs’ job satisfaction, internal motivation and quality of work are identified. In addition, job characteristics that could reduce their likelihood of leaving the profession are also uncovered. These job characteristics should be designed into FMs’ jobs, so that firms have high performing and motivated FMs.
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Karanika-Murray, Maria, George Michaelides, and Stephen J. Wood. "Job demands, job control, psychological climate, and job satisfaction." Journal of Organizational Effectiveness: People and Performance 4, no. 3 (September 4, 2017): 238–55. http://dx.doi.org/10.1108/joepp-02-2017-0012.
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Purpose Research into job design and employee outcomes has tended to examine job design in isolation of the wider organizational context, leading to calls to attend to the context in which work is embedded. The purpose of this paper is to examine the effects of the interaction between job design and psychological climate on job satisfaction. Design/methodology/approach Cognitive dissonance theory was used to explore the nature of this relationship and its effect on job satisfaction. The authors hypothesized that psychological climate (autonomy, competence, relatedness dimensions) augments favorable perceptions of job demands and control when there is consistency between them (augmentation effect) and compensates for unfavorable perceptions when they are inconsistent (compensation effect). Findings Analysis of data from 3,587 individuals partially supported the hypotheses. Compensation effects were observed for job demands under a high autonomy and competence climate and for job control under a low competence climate. Augmentation effects were observed for job demands under a high relatedness climate. Practical implications When designing jobs managers should take into account the effects of psychological climate on employee outcomes. Originality/value This study has offered a way to bridge the job design and psychological climate fields and demonstrated that the call for more attention to the context in which jobs are embedded is worth heeding.
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Hall, Douglas T. Tim, and Mireia Las Heras. "Reintegrating job design and career theory: Creating not just good jobs but smart jobs." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 448–62. http://dx.doi.org/10.1002/job.613.
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Dahling, Jason J., and Taylor K. Lauricella. "Linking Job Design to Subjective Career Success." Journal of Career Assessment 25, no. 3 (March 23, 2016): 371–88. http://dx.doi.org/10.1177/1069072716639689.
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We tested a predictive model based on self-determination theory (SDT) to demonstrate how job design choices contribute to subjective career success. Data collected at Time 1 demonstrated that the job characteristics of autonomy support and competence support had direct and interactive effects on employees’ need satisfaction. Need satisfaction at Time 1 mediated the relationship between autonomy support and self-determined work motivation at Time 2. Work motivation, in turn, mediated the relationships between need fulfillment and career attitudes that characterize subjective career success. These findings are theoretically important because they demonstrate that SDT can bridge job design theory and career theory, pointing to new ways that job and career experiences are interrelated. From a practical standpoint, the results are valuable because they show that job enrichment efforts guided by SDT have important implications for promoting career success perceptions and vocational retention among experienced workers.
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Asensio-Cuesta, García-Gómez, Poza-Luján, and Conejero. "A Game-Theory Method to Design Job Rotation Schedules to Prevent Musculoskeletal Disorders Based on Workers’ Preferences and Competencies." International Journal of Environmental Research and Public Health 16, no. 23 (November 22, 2019): 4666. http://dx.doi.org/10.3390/ijerph16234666.
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Job rotation is an organizational strategy based on the systematic exchange of workers between jobs in a planned manner according to specific criteria. This study presents the GS-Rot method, a method based on Game Theory, in order to design job rotation schedules by considering not only workers’ job preferences, but also the competencies required for different jobs. With this approach, we promote workers’ active participation in the design of the rotation plan. It also let us deal with restrictions in assigning workers to job positions according to their disabilities (temporal or permanent). The GS-Rot method has been implemented online and applied to a case in a work environment characterized by the presence of a high repetition of movements, which is a significant risk factor associated with work-related musculoskeletal disorders (WMSDs). A total of 17 workstations and 17 workers were involved in the rotation, four of them with physical/psychological limitations. Feasible job rotation schedules were obtained in a short time (average time 27.4 milliseconds). The results indicate that in the rotations driven by preference priorities, almost all the workers (94.11%) were assigned to one of their top five preferences. Likewise, 48.52% of job positions were assigned to workers in their top five of their competence lists. When jobs were assigned according to competence, 58.82% of workers got an assignment among their top five competence lists. Furthermore, 55.87% of the workers achieved jobs in their top five preferences. In both rotation scenarios, the workers varied performed jobs, and fatigue accumulation was balanced among them. The GS-Rot method achieved feasible and uniform solutions regarding the workers’ exposure to job repetitiveness.
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Oldham, Greg R., and Yitzhak Fried. "Job design research and theory: Past, present and future." Organizational Behavior and Human Decision Processes 136 (September 2016): 20–35. http://dx.doi.org/10.1016/j.obhdp.2016.05.002.
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Smith, Michael J., and Pascale C. Sainfort. "A balance theory of job design for stress reduction." International Journal of Industrial Ergonomics 4, no. 1 (July 1989): 67–79. http://dx.doi.org/10.1016/0169-8141(89)90051-6.
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Pató, Beáta Sz G. "Formal options for job descriptions: theory meets practice." Journal of Management Development 36, no. 8 (September 11, 2017): 1008–28. http://dx.doi.org/10.1108/jmd-01-2016-0019.
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Purpose The purpose of this paper is to present the possibilities of formal and structural appearances of a job description, with correct content, through corporate examples and the result of a research. Design/methodology/approach The author in this paper aims to demonstrate the possibilities of the design of job descriptions, based on more than ten-year-long, intense, empirical research of job descriptions (cca. 1,200 examined and analyzed items). Findings During the research work, a 2D job description sample has been created, mapped from a 3D job description, based on an earlier research. This 2D sample can serve as a good starting point for companies in the creation of new documents. Furthermore, the process of the formal visualization of job descriptions has been described, and structured and semi-structured formal visualization have been illustrated, with corporate examples. Research limitations/implications A well-visualized job description can lead the employee, the employer and the company as well to comprehension and competence, thus job descriptions become one of the tools of HRD visual management. Practical implications The aim is to support the job description writing process, which therefore will lead to a well-formed and well-structured, attractive, “living” document. Originality/value The form and content of a job description, the aims that it serves and the message it conveys really make a difference. 3D job descriptions are under patent design protection in Hungary (Registration Number: 90 806 D0500121).
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Moon, Seongwuk. "Skill development, bargaining power, and a theory of job design." Journal of Economics & Management Strategy 27, no. 2 (May 8, 2018): 270–96. http://dx.doi.org/10.1111/jems.12250.
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Boozer, R. W. "Teaching Job Design Theory Using the Biblical Story of Creation." Journal of Management Education 14, no. 2 (January 1, 1990): 112–16. http://dx.doi.org/10.1177/105256298901400211.
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Onyango, Simpson Osiemo, Prof Ronald Chepkilot, and Dr. Stella Muhanji. "Evaluating the Influence of Flexible Work Arrangement Strategy on Job Satisfaction." Editon Consortium Journal of Business and Management Studies 1, no. 1 (November 17, 2019): 28–39. http://dx.doi.org/10.51317/ecjbms.v1i1.46.
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The objective of this study was to evaluate the influence of flexible work arrangements strategy on job satisfaction among state corporations in Kenya. The greatest challenge facing organisations is whether their staffs are motivated to perform their duties and whether employees find their work interesting and meaningful. The ways jobs are designed has an important bearing on an employee’s job satisfaction. Understanding job design techniques and their influence on job satisfaction will lead organisations to keep the best employee pool for themselves and fend off competition. This study was based on several theories, namely: Job Characteristics model, Hertzberg's two-factor Hygiene theory, Clayton Alderfer’s ERG theory, equity theory, family-boarder theory, and boundary theory. The research design for this study was a cross-sectional descriptive design. This research sought to interrogate the extent to which the state corporations employ flexible work arrangements and its influence on job satisfaction and suggest possible areas of improvement. The target population was 187 state corporations. The unit of analysis was employees of the state corporations in Kenya. The research studied a sample size of 381 employees in 127 state corporations. The state corporations in Kenya were selected using stratified sampling, while employees were purposively selected. To obtain the data, semi-structured questionnaires were used in this research. Data collected were analysed using descriptive and inferential statistics with the aid of the SPSS package. The findings of this study show that a flexible work arrangement is a significant strategy in enhancing job satisfaction among state corporations in Kenya.
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Conti, Robert F., and Malcolm Warner. "A customer-driven model of job design: towards a general theory." New Technology, Work and Employment 17, no. 1 (March 2002): 2–19. http://dx.doi.org/10.1111/1468-005x.00090.
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Fisher, Donald L., Robert O. Andres, David Airth, and Stephen S. Smith. "Repetitive Motion Disorders: The Design of Optimal Rate-Rest Profiles." Human Factors: The Journal of the Human Factors and Ergonomics Society 35, no. 2 (June 1993): 283–304. http://dx.doi.org/10.1177/001872089303500206.
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Repetitive motion disorders of the upper extremities are the primary cause of lost time in hand-intensive industries. Typical remedies include the introduction of job aids and the redesign of the job. An alternative approach is considered here. Procedures are developed that can be used to determine the parameters of a job (e.g., the rate of work and the number and duration of the rest breaks) that minimize repetitive motion disorders and maximize productivity. It is shown that in theory the job parameters can be set so that one can achieve not only a decrease in repetitive motion disorders but also an increase in productivity. The application of the procedures to an actual manufacturing job requiring high-repetitive, highforce hand motions is discussed in detail
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Megheirkouni, Majd. "Revisiting leader-member exchange theory: insights into stadia management." International Journal of Event and Festival Management 8, no. 3 (October 9, 2017): 244–60. http://dx.doi.org/10.1108/ijefm-03-2017-0022.
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Purpose The purpose of this paper is to examine the mediating impacts of leader-member exchange (LMX) theory on the relationship between job satisfaction, organisational commitment and performance of staff operating in stadia and arenas hosting sport events. Design/methodology/approach A quantitative methods approach was used to gather the data. In total, 146 surveys were completed from stadia hosting sport events in London, Dubai and Doha. Data were analysed using SPSS. Findings LMX fully mediated the relationship between job satisfaction and organisational commitment. LMX fully mediated the relationship between job satisfaction and job performance. In addition, job satisfaction was positively and directly related to job performance as well as organisational commitment. Research limitations/implications In-depth interviews approach is also needed to understand how employees perceive their supervisors, managers, or leaders in stadia hosting sport events. Originality/value The paper advances leadership research in stadia hosting sport events that links the impacts of LMX theory on job satisfaction, organisational commitment and performance.
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Kwon, NaYoung, MinSoo Kim, and InSoo Oh. "The effect of Job Autonomy on Job Satisfaction." Korean Journal of Industrial and Organizational Psychology 29, no. 4 (November 30, 2016): 573–90. http://dx.doi.org/10.24230/kjiop.v29i4.573-590.
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Work engagement has been widely studied in organizational research owing to its impact on organizational behaviors and outcomes. We proposed and tested a mediation model that examine within-individual level job crafting and work engagement relationships between job autonomy and job satisfaction. We collected multilevel data using repeated measurement design and 119 participants and 1190 data points at within-individual level. To analyze hypotheses, we use multilevel structural equation modeling (MSEM). The results showed that within-individual level job crafting positively related to work engagement. Also, job crafting and work engagement mediated the relationship between job autonomy and job satisfaction. Implications of these results for theory, practice and directions for future research are discussed.
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Moussa, Margaret, Mathew Bright, and Maria Estela Varua. "Investigating knowledge workers’ productivity using work design theory." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 822–34. http://dx.doi.org/10.1108/ijppm-08-2016-0161.
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Purpose The purpose of this paper is to examine the suitability of job and work design theory for investigating knowledge workers’ productivity. The review is a response to recommendation and adoption of the motivational human resource management approach by a number of knowledge management researchers. The authors show that the existing literature on this topic overlooks key criticisms of HRM job and work design theory itself. The authors suggest modifications. Design/methodology/approach The paper proceeds by outlining knowledge management researchers’ arguments rejecting the application of traditional measurement approaches to investigating knowledge workers’ productivity. The review develops to examine the various arguments for adopting work design theory and considers the key contributions and critiques in this field. Drawing on the insights of key HRM work design critics, the paper concludes by offering suggestions for a model suitable for examining the drivers of knowledge work productivity in process. Findings The principle finding is that Morgeson and Humphrey’s (2006) Work Design Questionnaire (WDQ) stand as the most conceptually consistent and methodologically considered human resource management work design theory. However, this model must itself be modified to include a category of organizational contextual work characteristics. For application to the filed of knowledge management, WDQ must also be expanded to include knowledge sharing, role breadth self-efficacy and employee well-being as key work design mediators and outcomes. Research limitations/implications Greater consideration needs to be given to the distinction between knowledge sharing as a work design mediator and as a work design outcome. Morgeson and Humphrey themselves note that the “common method variance” problems arising in psychometric research have been reduced but not completely eliminated from their model. Practical implications Survey instruments based on the recommended model potentially provide a valuable means for understanding and enhancing productivity in a variety of knowledge intensive service industries. The pronounced benefit of this model is that it is applicable in cross-industry and cross-occupational contexts, unlike many existing knowledge worker productivity models. This is an advantage, given the centrality of the inter-connectivity of different types of activities and industries in knowledge work. Social implications Work design prioritizes employee motivation and support and links this to the quality of work and the well-being of clients. The benefits of well-designed knowledge work extend well beyond the generation of specific innovations and macroeconomic productivity improvements. Originality/value Job design and work design theory have been applied in the field of knowledge management. However, the applications have largely overlooked key critiques of the established models in the human resource management literature. The paper fills this gap. Its original suggestions for modifying Moregeson and Humphry’s (2006) WDQ reflect the authors’ in-depth analysis of the literature.
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Yang, Wei, Benqing Liu, and Ruofu Xiao. "Three-Dimensional Inverse Design Method for Hydraulic Machinery." Energies 12, no. 17 (August 21, 2019): 3210. http://dx.doi.org/10.3390/en12173210.
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Hydraulic machinery with high performance is of great significance for energy saving. Its design is a very challenging job for designers, and the inverse design method is a competitive way to do the job. The three-dimensional inverse design method and its applications to hydraulic machinery are herein reviewed. The flow is calculated based on potential flow theory, and the blade shape is calculated based on flow-tangency condition according to the calculated flow velocity. We also explain flow control theory by suppression of secondary flow and cavitation based on careful tailoring of the blade loading distribution and stacking condition in the inverse design of hydraulic machinery. Suggestions about the main challenge and future prospective of the inverse design method are given.
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Min, Xu Guang, Tao Wan, Jun Fang, and Shan Liu. "Design of TVM Based on Parallel Virtual Queuing Theory." Advanced Materials Research 1030-1032 (September 2014): 2195–98. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2195.
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From what has been discussed above, the design of parallel virtual queuing, means that the passenger chooses the trains, the time, departures and terminals, seat types on TVM by blackening a ticket purchasing card. All the job off the TVM can be done by all the passengers all at once, which is equal to every passenger is being served at the counter (TVM), and thus the queuing time are greatly reduced in peak hours. Therefore, the queuing is equal to “Parallel Virtual Queuing”, and the equivalent queuing model is M/M/∞/∞/∞/FCFS.
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Neumann, Oliver. "Does misfit loom larger than fit? Experimental evidence on motivational person-job fit, public service motivation, and prospect theory." International Journal of Manpower 37, no. 5 (August 1, 2016): 822–39. http://dx.doi.org/10.1108/ijm-12-2014-0268.
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Purpose – In light of the challenge to attract skilled employees in times of dwindling labour supply, the purpose of this paper is to investigate how motivational person-job fit influences the preference for a job. Using a model based on prospect theory, person-job fit is operationalised on three motivational dimensions: extrinsic, enjoyment-based intrinsic, and prosocial intrinsic motivation. Public service motivation (PSM) is theoretically integrated into the model’s dimensions and conceptualised as a fuzzy subset thereof. Within the model, job seekers evaluate their fit with various jobs by comparing their personal motives to the jobs’ motivational incentives, compiling a preference order. Design/methodology/approach – The model was tested using a completely randomised vignette experiment. In all, 102 master’s students had to indicate their preference among various randomly selected job vignettes. Certain vignettes presented to experimental group (EG) subjects were individually manipulated to provide either very good or very poor person-job fit. The manipulation’s effect on vignette preference was analysed using logistic regression. Findings – EG subjects significantly preferred both well-fitting and random vignettes over misfitting ones. No significant preference was found comparing well-fitting and random vignettes. Coherent with prospect theory, the deterring effect of misfit appears to be stronger than the attraction effect of good fit, supporting the model. Originality/value – Most previous research on motivational person-job fit focused on a single factor (e.g. PSM) when predicting job preference. This study, in contrast, incorporates multiple motivational dimensions, capturing that individuals usually pursue mixed motives.
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Ford, Dianne, Susan E. Myrden, and Tim D. Jones. "Understanding “disengagement from knowledge sharing”: engagement theory versus adaptive cost theory." Journal of Knowledge Management 19, no. 3 (May 11, 2015): 476–96. http://dx.doi.org/10.1108/jkm-11-2014-0469.
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Purpose – The purpose of this paper is using competing hypotheses (a spillover hypothesis, based on Engagement Theory, and a provisioning hypothesis, based on Adaptive Cost Theory) to help explain why employees become disengaged from knowledge sharing. Design/methodology/approach – Employed knowledge workers completed an online questionnaire regarding their job characteristics, their general health and wellness, perceived organizational support, job engagement and disengagement from knowledge sharing. Findings – The findings provide empirical support for Adaptive Cost Theory and illustrate the relationship between Engagement Theory and the Disengagement from Knowledge Sharing. In particular, this research illustrates the importance of health and wellness for preventing disengagement from knowledge sharing. In addition, the findings introduce a new finding of tensions between job engagement and knowledge sharing, which supports knowledge workers’ complaints of “being too busy” to share. Research limitations/implications – This study uses cross-sectional methodology; however, the participants are employed and in the field. Given the theoretical arguments that disengagement from knowledge sharing should be either short term or transient, future research should follow-up with diary methods to capture this to confirm the study’s conclusions. Practical implications – The findings of this study provide some insight for practitioners on how to prevent disengagement from knowledge sharing. New predictors and an interesting tension between job engagement and knowledge sharing are identified. Originality/value – This study examines an alternative explanation for the lack of knowledge sharing in organizations, and uses competing theories to identify the reasons for the disengagement from knowledge sharing.
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Davis, M. C., D. J. Leach, and C. W. Clegg. "Breaking Out of Open-Plan: Extending Social Interference Theory Through an Evaluation of Contemporary Offices." Environment and Behavior 52, no. 9 (October 8, 2019): 945–78. http://dx.doi.org/10.1177/0013916519878211.
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Offices are evolving rapidly to facilitate organizational cost reductions and to better support contemporary working practices. We investigate relationships between the design of contemporary offices (physical proximity and breakout areas) and autonomy in predicting individual outcomes (ease of communication, job satisfaction, and well-being). We extend Social Interference Theory to include features of contemporary office design and explicitly explore the moderating role of autonomy. Working in differing office configurations of a global engineering company, 406 employees provided data. Access to breakout areas was strongly related to ease of communication, higher job satisfaction, and well-being. In the absence of breakout areas, employees with higher autonomy were able to better manage the challenges arising from contemporary offices. Practical implications include incorporating breakout areas to enhance employee experience within open-plan offices, using job design to optimize employee experience in open-plan offices, and manager and employee involvement in office design.
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Mandal, Purnendu, and Saeid Nahavandi. "Design of User Interfaces for Job Shop Environment." Intelligent Automation & Soft Computing 7, no. 1 (January 2001): 75–85. http://dx.doi.org/10.1080/10798587.2001.10642806.
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Johari, Johanim, and Khulida Kirana Yahya. "Job characteristics, work involvement, and job performance of public servants." European Journal of Training and Development 40, no. 7 (August 1, 2016): 554–75. http://dx.doi.org/10.1108/ejtd-07-2015-0051.
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Purpose The primary purpose of this study is to assess the predicting role of job characteristics on job performance. Dimensions in the job characteristics construct are skill variety, task identity, task significance, autonomy and feedback. Further, work involvement is tested as a mediator in the hypothesized link. Design/methodology/approach A total of 256 public servants reported on their job characteristics and work involvement while supervisory ratings were used to assess their level of job performance. SPSS version 14 and AMOS 16 were used for statistical analyses of the data. A hypothesized structural equation model was tested to examine both direct and indirect influence of job characteristics on job performance. Findings The findings revealed that task significance and feedback significantly influence job performance and the relationships are mediated by work involvement. Skill variety, however, has a significant and direct influence on public servants’ job performance. Research limitations/implications The research results have provided support for the key theoretical propositions. Specifically, this study has managed to substantiate some empirical evidences in partial support of the job characteristics theory. Practical implications As for practical implication, the significant and positive impact of skill variety, task significance and feedback on job performance suggests the importance of these job characteristics dimensions in promoting high level of job performance among public servants. Originality/value This study aims to provide additional empirical evidence in support of the job characteristics theory. The theoretical framework of this study managed to substantiate empirical evidence in partial support of the job characteristics theory.
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Thurgood, Gary, Troy Smith, and Murray R. Barrick. ""Job Design, HR Systems, CEO Leadership and Firm Performance:A Strategic Theory of Engagement"." Academy of Management Proceedings 2013, no. 1 (January 2013): 11098. http://dx.doi.org/10.5465/ambpp.2013.11098abstract.
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Okolo, Deborah, Suzilawati Kamarudin, and Ungku Norulkamar Ungku Ahmad. "Employing the Sociotechnical System Theory of Job Design for Technostress Intervention: An Integration of Technological and Social Job Characteristics." Change Management: An International Journal 19, no. 1 (2019): 11–23. http://dx.doi.org/10.18848/2327-798x/cgp/v19i01/11-23.
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Singh, Jagdip. "Striking a Balance in Boundary-Spanning Positions: An Investigation of Some Unconventional Influences of Role Stressors and Job Characteristics on Job Outcomes of Salespeople." Journal of Marketing 62, no. 3 (July 1998): 69–86. http://dx.doi.org/10.1177/002224299806200305.
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Most previous studies have focused on the linear effects of role stressors and job characteristics on salespersons’ behavioral (e.g., performance) and psychological (e.g., satisfaction) job outcomes. Drawing on the theoretical frameworks of Yerkes-Dodson law, activation theory, and overstimulation hypothesis, the author examines some unconventional hypotheses of curvilinear and interactional influences of role stressors (i.e., role conflict, ambiguity, and overload) and job characteristics (i.e., autonomy, feedback, task variety, and participation) on five key job outcomes of salespeople. Using data from salespeople across a range of small and large firms, the author finds that curvilinear and/or interactional influences are supported for job tension, turnover intentions, and performance but not for job satisfaction or organizational commitment. The findings specifically indicate support for the overstimulation hypothesis because the dysfunctional effects of role ambiguity tend to be amplified when autonomy, feedback, and task variety are increased. In addition, the results yield evidence of buffering effects because the adverse consequences of role conflict and overload appear to be buffered by task variety and feedback. Overall, the study highlights the inherent trade-offs for sales managers attempting to design jobs with positive job characteristics for salespersons facing high levels of role stressors. The author discusses the implications for theory and practice.
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Rana, Sowath, Alexandre Ardichvili, and Oleksandr Tkachenko. "A theoretical model of the antecedents and outcomes of employee engagement." Journal of Workplace Learning 26, no. 3/4 (April 8, 2014): 249–66. http://dx.doi.org/10.1108/jwl-09-2013-0063.
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Purpose – The purpose of this paper is to propose a theoretical model that links the major antecedents, outcomes, and moderators of employee engagement. Design/methodology/approach – This paper uses the first part of Dubin's two-part, eight-step theory-building methodology, and builds on existing research and empirical studies on engagement. In particular, the following five steps of the Dubin's methodology are addressed in this study: units (or concepts) of the theory, laws of interaction among the units, boundaries of the theory, system states of the theory, and propositions of the theory. Findings – The proposed theoretical model of employee engagement identifies job design and characteristics, supervisor and co-worker relationships, workplace environment, and HRD practices as the major antecedents to employee engagement. The paper also proposes that job demands and individual characteristics act as moderators to the relationships between job design and characteristics, supervisor and co-worker relationships, workplace environment, and employee engagement. Finally, it is proposed that employee engagement is related to three major organizational outcomes: job performance, turnover intention (inverse relationship), and organizational citizenship behavior. Originality/value – This paper addresses the paucity of structured literature on the antecedents and outcomes of employee engagement and presents a comprehensive, holistic model that offers a logical ground on which empirical indicators and hypotheses could be further identified and tested to verify the theory.
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Pham-Thai, Nguyen T., Adela J. McMurray, Nuttawuth Muenjohn, and Michael Muchiri. "Job engagement in higher education." Personnel Review 47, no. 4 (June 4, 2018): 951–67. http://dx.doi.org/10.1108/pr-07-2017-0221.
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Purpose Employees’ job engagement is a key driver for organizational success and competitive advantage. Based on Kahn’s engagement theory and social exchange theory, the purpose of this paper is to examine the relationships between job engagement, transformational leadership, high-performance human resource (HR) practices, climate for innovation, and contextual performance. Design/methodology/approach A questionnaire survey, conducted at two different points in time, was employed to collect data from 394 pairs of Vietnamese university academics and their leaders. Data were analyzed by structural equation modeling (SEM) and multilevel SEM using the Statistical Package for Social Science Version 24 and Mplus Version 7.4. Findings The findings indicated that transformational leadership and high-performance HR practices were key drivers of employees’ job engagement. A climate for innovation contributed effectively to mediate the effect of transformational leadership on employees’ job engagement. Further, employees’ job engagement was positively and significantly related to contextual performance. Research limitations/implications The short time lag between the two data collection phases might limit the ability to reach definite causal conclusions. Future research using a longitudinal design is needed to provide stronger validation for the underlying model. Originality/value This study is a rare attempt that investigates the process from which employees’ job engagement is generated and contributes to improve contextual performance in the higher education sector.
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Ju, Boreum, and Jessica Li. "Exploring the impact of training, job tenure, and education-job and skills-job matches on employee turnover intention." European Journal of Training and Development 43, no. 3/4 (May 7, 2019): 214–31. http://dx.doi.org/10.1108/ejtd-05-2018-0045.
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Purpose The purpose of this study is to explore how training, job tenure and education-job and skills-job matches impact employees’ turnover intention by using a representative national sample from the Korean Labor and Income Panel Study in which 1,531 individuals were followed from 2003 to 2014. Design/methodology/approach A hierarchical-regression analysis was conducted to examine the relationships among training, job tenure, education-job match, skills-job match and turnover intention. This analysis focused on 12 year-to-year time points from 2003 to 2014 (one for each year), and the data were measured for each individual. Findings The results from the hierarchical-regression analysis supported the hypotheses that on-the-job training, off-the-job training, distance training, job tenure and education-job and skills-job matches are significantly associated with turnover intention. Originality/value The findings of this study, based on human capital theory and firm-specific human capital theory, contribute to an understanding of how training and the education-job and skills-job matches may impact turnover intention in a non-Western context. It also provides a longitudinal perspective of the impact of training on employee turnover intention to inform human resource development professionals when planning employee training.
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Charkhabi, Morteza. "Do cognitive appraisals moderate the link between qualitative job insecurity and psychological-behavioral well-being?" International Journal of Workplace Health Management 11, no. 6 (December 3, 2018): 424–41. http://dx.doi.org/10.1108/ijwhm-01-2018-0008.
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Purpose The purpose of this paper is to detect the association between qualitative job insecurity and well-being related outcomes and to determine the extent to which cognitive appraisals of job insecurity moderate this association. According to appraisal theory, it is anticipated a hindrance appraisal of job insecurity to amplify and a challenge appraisal of job insecurity to buffer this association. Design/methodology/approach To test the hypotheses, 250 healthcare employees from different departments of an Iranian large public hospital were recruited. Participants responded to scales on qualitative job insecurity, cognitive appraisals, job satisfaction, emotional exhaustion, absenteeism and presenteeism. Findings Results showed that qualitative job insecurity negatively influenced both psychological and behavioral well-being; however, this influence was greater for psychological well-being than for behavioral well-being. Besides, the moderation tests showed that only the hindrance appraisals of job insecurity amplified the link between job insecurity and psychological outcomes. Research limitations/implications This study sampled employees from a public hospital and did not include employees from private hospitals. This may limit the generalizability of the findings. Also, due to using a cross-sectional research design we encourage future studies to replicate the same findings using other different research designs. Practical implications The findings aid occupational health psychologists to design particular interventions for protecting those aspects of employee’s well-being that are more vulnerable when qualitative job insecurity is chronically perceived. Originality/value Together, these findings suggest that the hindrance appraisals of qualitative job insecurity are more likely to moderate the link between job insecurity and well-being outcomes.
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Freivalds, Andris, and Joseph H. Goldberg. "Integrated Job Design in the Introductory Human Factors Course." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 38, no. 6 (October 1994): 409–11. http://dx.doi.org/10.1177/154193129403800604.
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Two different workstations are being utilized in the introductory human factors course: a workstation appropriate for typical blue-collar assembly work and a workstation appropriate for white-collar computer driven work. The white-collar workstation simulates a modern computer driven office job, with different factors influencing its productivity, such as speed, accuracy, noise, illumination, etc. The blue-collar workstation is centered around a typical carburetor assembly process found in the U.S. automotive industry. This is especially appropriate because of the large number of fairly intricate parts, the highly repetitive and rapid assembly process, and the need for power driven tools. These also happen to be the prime factors that are thought to increase the incidence of cumulative trauma disorders in U.S. industry. The students examine various tool parameters and are able to adjust the support of the tool with tool balancers, cut the detrimental impact of power tools on the hand, using the reaction torque bars and implement novel approaches, such as arm rests or arm slings as used in Sweden. Such an approach allows for the integration of traditional industrial engineering concepts with more modern human factors theory, for the ‘solving’ of open-ended problems and provides students with real-world applications.
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Yin, Nan. "The influencing outcomes of job engagement: an interpretation from the social exchange theory." International Journal of Productivity and Performance Management 67, no. 5 (June 11, 2018): 873–89. http://dx.doi.org/10.1108/ijppm-03-2017-0054.
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Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.
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Guerrero, Laura, and John-Paul Hatala. "Antecedents of perceived overqualification: a three-wave study." Career Development International 20, no. 4 (August 10, 2015): 409–23. http://dx.doi.org/10.1108/cdi-11-2014-0152.
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Purpose – The purpose of this paper is to investigate the role of job search on perceived overqualification by applying the theory of planned behavior and including financial need and openness to experience as moderators. Design/methodology/approach – Three questionnaires were given at weeks 1, 8 and 12 to 436 practice firm participants. A total of 119 completed all three questionnaires. The authors used partial least squares to analyze the data. Findings – Job search self-efficacy was positively related to job search intentions and to outcome expectations. Job search intentions were positively related to job search intensity. Financial need acted as a moderator of the relationship between job search intensity and perceived overqualification such that for those with high-financial need higher levels of job search intensity resulted in higher perceived overqualification. Research limitations/implications – The authors found little support for the theory of planned behavior in the model. The authors found strong support for the role of job search self-efficacy and job search intentions. The use of a three-wave design resulted in a relatively low sample size and the use of the practice firm reduces the generalizability of the findings. Practical implications – The results suggest that increasing job search self-efficacy and job search intentions while managing the anticipations of job seekers is likely to yield better job search outcomes. Originality/value – This study investigates the role of job search on perceived overqualification. Findings suggest that malleable attitudes during job search such as job search self-efficacy, job search intentions, and anticipations are likely to impact perceived overqualification.
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Bui, Hong T. M., Yolanda Zeng, and Malcolm Higgs. "The role of person-job fit in the relationship between transformational leadership and job engagement." Journal of Managerial Psychology 32, no. 5 (July 3, 2017): 373–86. http://dx.doi.org/10.1108/jmp-05-2016-0144.
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Purpose The purpose of this paper is to explore the relationship between transformational leadership and employees’ work engagement based on fit theory. The paper reports an investigation into the way in which employees’ perceptions of transformational leadership and person-job fit affect their work engagement. Design/methodology/approach To test the authors’ hypotheses, the authors performed structure equation modeling with maximum likelihood estimation on Mplus with bootstrapping proposed by Hayes (2009) with data from 691 full-time employees in China. Findings The results indicate that transformational leadership has as significant influence on employees’ work engagement as person-job fit in China. Moreover, employees’ perception of person-job fit is found to partially mediate the relationship between transformational leadership and employees’ work engagement. Research limitations/implications There is a possible bias arising from the use of cross-sectional data. However, certain methods were implemented to minimize it, including survey design and data analysis. Practical implications The paper proposes a number of practical implications for policy makers, HR managers and transformational leaders relating to issues associated with improving levels of employee engagement. Originality/value The study contributes to developing leadership and engagement theory by examining a previously unexplored mediator – person-job fit – in a neglected cultural setting. This study promises to open new research avenues in this area.
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Lee, Jae Young, and Yunsoo Lee. "Job Crafting and Performance: Literature Review and Implications for Human Resource Development." Human Resource Development Review 17, no. 3 (July 25, 2018): 277–313. http://dx.doi.org/10.1177/1534484318788269.
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Although work design is a significant theoretical foundation of human resource development (HRD), it has garnered little attention from researchers in the HRD field. To help remedy this oversight, we review job crafting, which is one of the most recent and significant work design theories. After reviewing 28 empirical studies examining the relationship between job crafting and performance, we discuss future research possibilities and implications for HRD theory and practice. As job crafting has been shown to have a positive relationship with performance, we encourage HRD researchers and practitioners to extend their understanding and application of job crafting.
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Callea, Antonino, Flavio Urbini, and Antonio Chirumbolo. "The mediating role of organizational identification in the relationship between qualitative job insecurity, OCB and job performance." Journal of Management Development 35, no. 6 (July 11, 2016): 735–46. http://dx.doi.org/10.1108/jmd-10-2015-0143.
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Purpose – Employees need to feel secure to perform their job effectively, therefore job insecurity has an effect on organizational citizenship behaviour (OCB) and job performance; however, some organizational attitudes may reduce these negative effects. The purpose of this paper is to investigate the mediating role of organizational identification (OID), as a process underlying the relationship between qualitative job insecurity, OCB and job performance. Design/methodology/approach – Using social exchange theory (SET) and social identification theory (SIT), this study reports the responses of 201 white and blue collar Italian employees. Data were collected through a self-report questionnaire that used standard scales on qualitative job insecurity, OID, OCB and job performance. Findings – Results of structural equation modelling revealed that the effect of job insecurity on OCB and job performance was completely mediated by OID. Fit indices of mediated model are very good and indirect effects, by bootstrapping, are significant. Research limitations/implications – The research design was cross-sectional, and thus, cause-effect relationships cannot be discerned. Practical implications – Organizations may address HRM policies to reduce job insecurity (e.g. through actions to organizational communication), and to increase OID (e.g. involving workers to the decision-making process and promoting team work). Originality/value – For the first time in a Western context, OID was tested as mediator in order to explain the relationship between job insecurity, OCB and job performance. Furthermore, Drawing on SET, this study tried to integrate SIT to explain behavioural responses to job insecurity.
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Chae, Heesun, and Jin Nam Choi. "Contextualizing the effects of job complexity on creativity and task performance: Extending job design theory with social and contextual contingencies." Journal of Occupational and Organizational Psychology 91, no. 2 (February 13, 2018): 316–39. http://dx.doi.org/10.1111/joop.12204.
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Gërxhani, Klarita, and Ferry Koster. "Making the right move. Investigating employers’ recruitment strategies." Personnel Review 44, no. 5 (August 3, 2015): 781–800. http://dx.doi.org/10.1108/pr-12-2013-0229.
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Purpose – The purpose of this paper is to investigate employers’ recruitment strategies to address distinct job-related agency problems before establishing an employment relationship. Insights from agency theory and the social embeddedness perspective are combined to hypothesize whether and why employers adapt their recruitment strategies to the job type (differing in level of discretion) for which they are externally hiring. Design/methodology/approach – The hypotheses are empirically tested using data from a survey of 288 Dutch employers. Questions were asked about the two types of jobs. Multi-level logistic regression analysis is applied to investigate the effect of social context on the choice of recruitment strategy. In addition to that, separate analyses are conducted for the two job types, using logistic regression analysis. Findings – As predicted, employers have the tendency to use informal recruitment channels more often for jobs with high degree of discretion (i.e. managerial, professional, and specialists jobs (MPS)) than for jobs with low degree of discretion (i.e. administrative and supporting jobs). In addition, the type of information transmitted through employers’ social contacts matters for their recruitment strategies. In particular, the reliable and trustworthy information from contacts with friends and family is more important for MPS jobs. This seems to be the way employers deal with the high agency costs characterizing this type of jobs. Originality/value – This study extends prior research as follows. First, while earlier studies more closely looked at why organizations use formal or informal recruitment, this study specifically focusses on the role the job type plays in the hiring process. Second, it provides an extension of agency theory by including job type in the analyses. And, third, the study examines how the networks of employers, rather than employees, affect the hiring process.
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Taggar, Simon, and Lisa K. J. Kuron. "The toll of perceived injustice on job search self-efficacy and behavior." Career Development International 21, no. 3 (June 13, 2016): 279–98. http://dx.doi.org/10.1108/cdi-10-2015-0139.
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Purpose – Individuals normally make fairness judgements when experiencing negative outcomes on an important task, such as finding employment. Fairness is an affect-laden subjective experience. Perceptions of injustice can cause resource depletion in unemployed job seekers, potentially leading to reduced self-regulation. The purpose of this paper is to investigate the role of: first, justice perceptions during a job search and their impact on job search self-efficacy (JSSE); second, the mediating role of JSSE between justice perceptions and job search strategies; and third, associations between job search strategies and quantity and quality of job search behavior. Design/methodology/approach – Unemployed individuals (n=254) who were actively searching for a job reported on their past job search experiences with respect to justice, completed measures of JSSE, and reported recent job search behavior. Findings – Results reveal the potentially harmful impact of perceived injustice on job search strategies and the mediating role of JSSE, a self-regulatory construct and an important resource when looking for a job. Specifically, perceived injustice is negatively associated with JSSE. Reduced JSSE is associated with a haphazard job search strategy and less likelihood of exploratory and focussed strategies. A haphazard job search strategy is associated with making fewer job applications and poor decision making. Conversely, perceived justice is associated with higher JSSE and exploratory and focussed job search strategies. These two strategies are generally associated with higher quality job search behavior. Research limitations/implications – There are two major limitations. First, while grounded in social-cognitive theory of self-regulation and conservation of resources (COR) theory, a cross-sectional research design limits determination of causality in the model of JSSE as a central social-cognitive mechanism explaining how justice impacts job search strategies. Second, some results may be conservative because social desirability may have restricted the range of negative responses. Practical implications – This study provides insights to individuals who are supporting job seekers (e.g. career counselors, coaches, employers, and social networks). Specifically, interventions aimed at reducing perceptions of injustice, increasing JSSE, and improving job search strategies and behavior may ameliorate the damaging impact of perceived injustice. Originality/value – This study is the first to examine perceived justice in the job search process using social-cognitive theory of self-regulation and COR theory. Moreover, we provide further validation to a relatively new and under-researched job search strategy typology by linking the strategies to the quantity and quality of job search behaviors.
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Srivastava, Rajesh V., and Thomas Tang. "Coping intelligence theory: coping strategies, satisfaction and sales commission." Journal of Business & Industrial Marketing 33, no. 5 (June 4, 2018): 610–24. http://dx.doi.org/10.1108/jbim-03-2017-0072.
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Purpose This study aims to develop and test a new formative theory of coping intelligence (CI). It asserts that problem- and emotion-focused coping strategies contribute differently to the overall CI latent construct, which, in turn, relates to three outcome variables – job satisfaction, life satisfaction and sales commission. Design/methodology/approach The study collected data from multiple sources: survey data from 452 boundary-spanning salespeople and sales commission from a company’s personnel record. It then investigated the goodness of fit between the study’s theoretical SEM model and empirical data. Findings Problem-focused coping and emotion-focused coping strategies, respectively, define CI positively and negatively. This, in turn, is related to high levels of job satisfaction, life satisfaction and sales commission. After controlling for gender and sales commission, results remain significant. Commission is related to satisfaction. Gender (male) is negatively related to emotion-focused strategy, but positively related to commission. Males have higher sales commission than females, yet both genders have similar life and job satisfaction. Practical implications Problem-focused coping contributes to life satisfaction, job satisfaction and sales commission, but emotion-focused coping undermines them. Researchers and policymakers need to develop training programs, promote problem-focused coping strategies and help them improve life satisfaction, job satisfaction and sales commission, for females, in particular. Originality/value CI is more related to job satisfaction and life satisfaction than to commission. The study’s concurrent validity demonstrates that CI improves sales commission (objective data) and employee satisfaction. It pays to improve CI.
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Probst, Tahira, Alina Chizh, Sanman Hu, Lixin Jiang, and Christopher Austin. "Explaining the relationship between job insecurity and creativity." Career Development International 25, no. 3 (September 30, 2019): 247–70. http://dx.doi.org/10.1108/cdi-04-2018-0118.
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Purpose Despite a large body of literature on the negative consequences of job insecurity, one outcome – job creativity – has received relatively scant attention. While initial studies established a relationship between job insecurity and creativity, the explanatory mechanisms for this relationship have yet to be fully explored. The paper aims to discuss this issue. Design/methodology/approach Using threat-rigidity theory and broaden-and-build theory as a conceptual foundation, the authors implemented a two-country temporally lagged research design (the USA (n = 390); China (n = 346)) to test two potential mediating mechanisms – cognitive failures and positive job-related affect – as explanatory variables between quantitative and qualitative forms of job insecurity and self- and other-rated measures of creative performance. Findings Results from both countries suggest that job-related affective well-being and employee cognitive failures both explained the relationship between job insecurity and creative performance. However, affective well-being was a better explanatory variable for the relation between job insecurity and self-rated creative performance, whereas cognitive failures better accounted for the relationship between job insecurity and performance on an idea generation task. Research limitations/implications The authors discuss the implications of these findings from measurement, theoretical and practical perspectives. Originality/value The authors extend prior research on the relationship between job insecurity and creativity by: considering both quantitative and qualitative job insecurity, examining their relationships with both self- and other-rated assessments of creative job performance, and testing cognitive and affective mediating mechanisms explaining these relationships.
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Wu, Xiaoyu. "Influence of job stress on job satisfaction among younger bank employees in China." Chinese Management Studies 14, no. 1 (November 23, 2019): 257–73. http://dx.doi.org/10.1108/cms-07-2017-0182.
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Purpose This study aims to examine distinct influences of two dimension job stress on job satisfaction and the moderating effects of guanxi-oriented attitude on the relationship between job stress and job satisfaction under cognitive appraisal theory and transactional theory. Design/methodology/approach In this study, surveys are conducted among state-owned younger bank employees. The author uses the scale of job challenge stress and hindrance stress developed among Chinese younger bank employees to measure the two dimension job stress. After demonstrating guanxi-relative concepts, the moderating effects of guanxi-oriented attitude are examined in this study. Findings The results demonstrate that guanxi-oriented attitude does not significantly moderate the influence of challenge stress on job satisfaction, while it significantly moderates the noxious influence of hindrance stress on job satisfaction. Theoretical contributions are also discussed. Originality/value First, this study suggests specific procedures to conduct hierarchical regression analysis and confirms the effects by parameters. It also proposes and summarizes specific procedures on how to calculate regression equations and draw regression lines to check the interaction received from the hierarchical regression analysis visually. Second, based on cognitive appraisal theory, guanxi-oriented attitude, a Chinese indigenous cognitive concept, was verified in this study. According to the importance of guanxi in Chinese society, the paper shows that employees who value guanxi more will buffer the noxious effects of job stress. Trainings and counseling should be designed to regulate the normal guanxi-oriented-related cognition.
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Siddiqui, Hareem, Faiza Sharif, Ambreen Ahmed, and Waqar Akbar. "Mediating Role of Burnout Between the Job Demands-Control Model and Psychological Well-being in Healthcare Professionals in Pakistan." Makara Human Behavior Studies in Asia 25, no. 1 (July 31, 2021): 116–26. http://dx.doi.org/10.7454/hubs.asia.2120220.
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Integrating the Job Demand-Control model (JDC) with the Conservation of Resource Theory, this study tested the JDC model for the direct and indirect effects of job demands (JD) and control (JC) on the psychological well-being (PWB) of healthcare professionals working in hospitals in Karachi, along with the mediating effects of burnout. The study employed Structural Equation Modelling using SMART PLS for data analysis of a sample of 316 healthcare providers from different hospitals in Karachi. The results supported the direct effects of JD and JC on PWB and the mediating effects of burnout The findings of the study add further empirical evidence to current literature on job stress. The results indicated that healthcare professionals in Pakistan are confronted with a demanding job that causes burnout and ultimately becomes a reason for their decreased PWB. The study also presented various practical implications for different stakeholders. From a sustainability standpoint, this study indicated the need to balance job demands and job control in order to design psychologically healthy jobs.
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Nasreen, Amira, and Khawaja Khalid Mehmood. "Effect of Transformational Leadership, Job Design, and Human Resource Practices on Job Satisfaction of Banking Staff in Pakistan." Sukkur IBA Journal of Management and Business 5, no. 1 (July 4, 2018): 1. http://dx.doi.org/10.30537/sijmb.v5i1.116.
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Employee job satisfaction has been one of the crucial factors behind an organization’s success. Review of literature in the field of management, leadership, and organization behavior regarding antecedents of job satisfaction indicates that job design, transformational leadership, and human resource management practices are essential antecedents of job satisfaction as accounted by a variety of researches. However, there have been limited researches that study impact of job design, transformational leadership, and HR practices on job satisfaction in one research outline. Further, literature review indicates that such research is warranted in Pakistan because there is extremely limited research on this topic in Pakistani context. To fulfil this research gap, this study took data from banking sector as this sector is considered to be essential one contributing to Pakistan economy; and job satisfaction among bank staff has always been an important concern. The study utilized final response of 170 questionnaires from various private banks in Southern Punjab, and relied on SmartPLS3.0 for analyses of data. The study suggests that job satisfaction is affected positively by HR practices and transformational leadership, whereas job design does not affect job satisfaction in the banking context. This study makes invaluable contribution to transformational leadership theory, organization behavior, and dynamic capabilities perspective through its hypotheses testing. The study recommends banks’ management to improve quality of HR practices as well as concentrate on promoting transformational leadership style in their banks.
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Anaza, Nwamaka A., Edward L. Nowlin, and Gavin Jiayun Wu. "Staying engaged on the job." European Journal of Marketing 50, no. 7/8 (July 11, 2016): 1470–92. http://dx.doi.org/10.1108/ejm-11-2014-0682.
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Purpose Frontline employees face constant emotional demands in the course of providing services to their customers, which can impact job engagement. This study aims to investigate the influence of emotional labor (surface and deep acting) and job resources (having a mentor and availability of expressive emotional network resources) on employees’ customer orientation and their relationship to three dimensions of job engagement: vigor, absorption and dedication. Design/methodology/approach Using data collected from food service providers, a conceptual model based on the job demands–resources theory is developed and tested. Findings Findings show that having a mentor and expressive emotional network resources increases customer orientation, which in turn increases vigor, absorption and dedication. However, surface acting negatively affects customer orientation, which indirectly reduces job engagement. Originality/value Consistent with the main tenet of the job-demands and resources theory, it was found that surface acting reduces engagement, whereas job resources (expressive emotional network resources and mentorship) boost engagement. Moreover, the results suggest that the commercialization of human feelings still remains an important topic for service providers to consider during service interactions because its presence affects frontline service employee engagement levels.
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Muskat, Birgit, and Bernd F. Reitsamer. "Quality of work life and Generation Y." Personnel Review 49, no. 1 (October 16, 2019): 265–83. http://dx.doi.org/10.1108/pr-11-2018-0448.
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Purpose The purpose of this paper is to examine how quality of work life (QWL) influences job satisfaction and to test if gender and organizational type moderate this relationship for Generation Y (Gen-Y). Design/methodology/approach Questionnaire data were collected from 328 Gen-Y employees in European hospitality businesses. Drawing on generational theory, social role theory and person–environment (P–E) fit theory, the authors discuss how gender and organizational types (i.e. independent vs corporate structures) moderate Gen-Y’s QWL–job satisfaction relationship. Findings The findings of the paper are as follows: first, gender and organizational type influence the QWL–job satisfaction relationship for Gen-Y. Second, job security does not change job satisfaction levels for female employees while high levels of job security negatively influence job satisfaction for male employees. Third, receiving appreciation at work increases job satisfaction for both women and men but, when receiving little appreciation at work, women remain more satisfied. Fourth, having opportunities to contribute to decisions positively affects Gen-Y’s job satisfaction. Fifth, having the right to say is more important in independent organizations, while the opportunity to realize an employee’s own potential leads to higher job satisfaction in corporate organizations. Originality/value The study contributes to the limited empirical scholarly research, adding to a deeper understanding of influencing factors of Gen-Y’s QWL–job satisfaction relationship.
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Bai, Yun, Jie Wang, Tingting Chen, and Fuli Li. "Learning from supervisor negative gossip: The reflective learning process and performance outcome of employee receivers." Human Relations 73, no. 12 (October 19, 2019): 1689–717. http://dx.doi.org/10.1177/0018726719866250.
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Workplace gossip is generally viewed as a deviant behavior that negatively affects the work outcomes of employees. However, we argue that this negative view is incomplete. Drawing on the cultural learning perspective of gossip and social learning theory, we examine how the job performance of employee receivers benefits from supervisor negative gossip through reflective learning. On the basis of multi-source, cross-sectional designs, Studies 1 and 2 consistently find that supervisor negative gossip facilitates employee receiver reflective learning and subsequent job performance when controlling for two sets of theory-relevant variables. Study 3, which has a multi-source, cross-lagged panel design, provides further evidence of the directional relationship from supervisor negative gossip to employee receiver job performance through reflective learning. The findings of the three separate field studies support the positive effect of supervisor negative gossip on employee receivers from a learning perspective. We discuss the theoretical and practical implications of these findings in terms of how employee receiver job performance can benefit from workplace negative gossip.
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Jung, Yuhee, Norihiko Takeuchi, and Tomokazu Takeuchi. "Understanding psychological processes of applicants’ job search." Evidence-based HRM: a Global Forum for Empirical Scholarship 4, no. 3 (December 5, 2016): 190–213. http://dx.doi.org/10.1108/ebhrm-07-2015-0032.
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Purpose The purpose of this paper is twofold. First, it empirically examines two theory-based models of applicants’ job search developed from planned happenstance theory (PHT) and theory of planned behavior (TPB). Second, it tests the cross-cultural compatibility of these models in Japan and Korea. Design/methodology/approach The authors tested two theory-based job search models, PHT model and TPB model based on samples of college students from Japan (n=175) and Korea (n=172). Findings The results indicated that the TPB model was a significantly better fitting to the data than the PHT model. Moreover, a multi-group test of the TPB model demonstrated that the TPB model was invariant between the Japanese and the Korean samples. Originality/value Although there had been an important question among job search literatures regarding how important the planned behavior in the job search processes would be, the study gave an empirical support to the TPB job search model in contrast to the PHT model. Another contribution is that the study tested the Western-driven theories using Asian samples from Japan and Korea, constituting an important benchmark for further studies that attempt to test the generalizability of the TPB model, particularly in countries/areas that employ different employment systems.