A three-wave longitudinal study of moderation between person-organization fit and work attitudes of Indian blue-collar workers

Purpose This study aims to explore the talent management, job satisfaction, and performance relationship. A conceptual model is developed that integrates the five dimensions of talent management – recruitment strategies, acquisition, engagement, development and retention – and organizational citizenship behavior directed toward co-workers (OCBI) and organizational citizenship behavior directed toward organization (OCBO) and tested. Design/methodology/approach Using a two-wave approach, we collected data from 395 employees working in the manufacturing industry in southern India. The hypothesized relationships are tested by conducting path analysis using Lisrel software of structural equation modeling. Double moderation was performed by using PROCESS macros. Findings The results indicate (1) all five dimensions of talent management (recruitment strategies, acquisition, engagement, development and retention) are positively associated with job satisfaction and (2) job satisfaction is a precursor to performance. The findings also support OCBO (second moderator) moderating the interaction of job satisfaction and OCBI (first moderator) in influencing performance. Originality/value While the current literature documented the direct effect of talent management on performance, the relationship between talent management and job satisfaction remained understudied. This study fills a void by linking talent management to job satisfaction and integrating it with two dimensions of OCB. Exploring the double moderation of OCBI and OCBO in studying the relationship between job satisfaction and performance is a novel contribution of this research.

Objectives. This study aimed to identify the prevalence of musculoskeletal symptoms among blue-collar and white-collar workers stratified by gender and age. Methods. The sample was composed of 390 blue-collar and 510 white-collar workers. Musculoskeletal symptoms were evaluated using the Nordic musculoskeletal questionnaire. An independent t test or Mann–Whitney test was used for inter-group comparisons. The χ 2 association test was applied for categorical variables. Logistic regression analysis was used to determine the influence of gender and age on musculoskeletal symptoms. Results. The prevalence of shoulder, lower back and ankle/foot symptoms was higher among blue-collar workers compared to white-collar workers. In the analysis stratified by gender, female blue-collar workers had a higher frequency of shoulder symptoms and male blue-collar workers had a higher frequency of lower back symptoms. In the analysis stratified by age, younger blue collar-workers had a higher frequency of shoulder, lower back and ankle/foot symptoms compared to young white-collar workers, and older white-collar workers had a higher frequency of neck symptoms compared to older blue-collar workers. Conclusions. Gender and age exerted an influence on self-reported symptoms in blue-collar and white-collar workers.

Objective : This study aims to develop a loyalty model for operational staff in vehicle handling terminal companies by analyzing the impact of Employee Engagement, Organizational Citizenship Behavior (OCB), Trust, and Job Satisfaction on employee loyalty in two Vehicle Handling Terminal Companies in DKI Jakarta and Subang, West Java.Methodology : The research uses a quantitative approach with descriptive and inferential statistics. Focus Group Discussions with experts validate the findings, involving a population of 87 operational staff members. Data is analyzed using the Partial Least Square-Structural Equation Model (PLS-SEM).Research results : Descriptive statistics reveal that operational staff's perceptions of employee loyalty are satisfactory but need improvement. Regarding causality, Employee Engagement has a positive and significant impact on employee loyalty. Organizational Citizenship Behavior (OCB) has a negative and significant effect on employee loyalty. Employee organizational trust significantly influences employee loyalty, while job satisfaction has a positive and significant impact on loyalty.The novelty of this research lies in explaining the loyalty model for operational staff in vehicle handling terminal companies through Employee Engagement, OCB, Organizational trust, and job satisfaction, with Employee Engagement being the dominant factor. Job satisfaction is explained by OCB and Organizational trust, but it does not mediate the relationship between Employee Engagement, OCB, Organizational trust, and employee loyalty

This empirical research investigates the influence of the quality of working life (QWL) on the job satisfaction (JS), organizational trust (OT) and employee engagement (EE) of multinational company workers in the Thai setting. A quantitative method was used in this study that was carried out with a sample of 450 multinational company workers in Bangkok, Thailand, using a validated questionnaire and structural equation modeling (SEM). The results revealed that QWL has a moderate to strong significant impact on JS (β = 0.6593***), as EE (β = 0.5231***) and OT (β = 0.3886***), whereas JS has a positive impact on OT (β = 0.3751***) and EE (β = 0.2688**). Furthermore, OT positively impacts EE (β = 0.1646**). Furthermore, QWL has an indirect effect on EE through JS (β = 0.2818***), OT through JS (β = 0.2473***), and JS has an indirect impact on EE through OT (β = 0.0617*). It proves that the quality of working life has created, which increases job satisfaction, organizational trust and employee engagement.

Introduction: Among the many risk factors for stress in the workplace, bullying is a factor that is rarely discussed. As many as 19% of people in America experience bullying at work, followed by other European countries. Bullying is a strong link to worker stress, especially in blue-collar workers. Gender differences, especially in women, also have an important prevalence in workplace bullying. In Indonesia itself, there is no data regarding bullying in the workplace, especially among women and blue-collar workers. Objective: This study aims to find the relationship between bullying and stress in the workplace among female blue-collar workers. Method: This research is a cross-sectional analytical study using a negative act questionnaire-revised (NAQ-R) questionnaire on work stress in female blue collar workers in garment factories, in Bekasi city, Indonesia. Job stress assessment uses the Perceived Stress Scale-10 (PSS-10) questionnaire. Other variables assessed are age, salary, marital status, and subjective questions related to workload and work communication. Results: A total of 379 female blue collar workers in garment factories, in the city of Bekasi, Indonesia took part in this research. Workplace bullying is associated with job stress in female blue-collar workers. Workers who are often bullied tend to have medium-high levels of work stress. Bullying is the type of bullying with the highest scale. Conclusion: Workplace bullying is the factor that has the most influence on work stress in female blue-collar workers. Then, high workloads, poor communication, and lower salaries are related to bullying and stress in the workplace.

The link between organizational culture, organizational trust, job satisfaction, and team-based practice among nurse practitioners (NPs) has not been examined simultaneously. To identify the effects of organizational culture, organizational trust, and other factors on NPs such as job satisfaction and team-based practice. We used a cross-sectional design with a national sample. Data were collected using an online survey of 1,100 NPs working in acute care settings. The survey included demographic and working characteristics, the Organizational Culture Scale, the Organizational Trust Scale, the Misener Nurse Practitioner Job Satisfaction Scale (MNPJSS), and the NP-physician relations (NP-PR) subscale of the Nurse Practitioner Primary Care Organizational Climate (NP-PCOCQ). Multiple regression analysis with a stepwise selection method explored potential factors that influence job satisfaction and team-based practice. A learning environment, psychological safety, senior leadership support, commitment to the organization, and the organizational culture and trust were positively associated with higher job satisfaction, which accounted for 49.2% of the variance in NPs' job satisfaction. Organizational trust, commitment to the organization, and learning environment promoted better team-based practice significantly. Also, NPs working a fixed shift pattern showed higher levels of team-based practice. These factors accounted for 23.66% of variances in team-based practice. Organizational culture and organizational trust affect the job satisfaction and team-based practice of NPs in acute care practices. Implications for Nursing Management. Acute care hospitals are encouraged to develop policies to enhance a learning environment, a supportive organizational culture, and trust in NPs' practice.

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management. Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

Impact of Organizational Justice on Job Performance among Teachers of Private Sector Universities, Pakistan: Authentic Leadership and Psychological Capital as Mediators

The purpose of this study was to estimate the incidence of carpal tunnel syndrome (CTS) in a general population according to employment status and to assess the proportion of cases attributable to work. CTS occurring in patients aged 20-59 years living in the French Maine and Loire region were included prospectively from 2002 to 2004. Medical and occupation history was gathered by mailed questionnaire. Incidence rates of CTS and relative risks (RRs) of CTS were computed in relation to employment status. The attributable fractions of risk of CTS to work among the exposed persons (AFEs) were calculated. A total of 1168 patients (819 women, 349 men) were included during the 3-year period. The mean incidence rate of CTS per 1000 person-years was higher in employed than unemployed persons (1.7 vs. 0.8 in women and 0.6 vs. 0.3 in men). The excess risk of CTS was statistically significant for male (RR 4.2) and female (RR 3.0) blue-collar workers and female lower-grade white-collar workers (RR 2.5). The AFE to work in general was 47% (95% confidence interval: 39-54) in women. AFEs reached higher values in female blue-collar workers [67% (65-68)] and lower-grade services, sales, and clerical white-collar workers [61% (57-64)]. The AFE in male blue-collar workers was 76% (72-80). These data show a higher incidence of CTS in the working than the non-working population and suggest that a substantial proportion of CTS cases diagnosed in lower-grade white-collar and blue-collar workers are attributable to work.

Employee satisfaction and engagement are two critical dimensions that influence organizational performance and long-term sustainability. Satisfied employees exhibit higher levels of productivity, innovation, and retention, while engaged employees are more committed, aligned with organizational goals, and motivated to excel. This study investigates the relationship between employee satisfaction and engagement at Cooper Corporation Pvt. Ltd., Satara, a pioneer in the manufacturing industry. A descriptive research design was adopted to collect and analyse data from 489 employees through structured questionnaires. The findings reveal a significant correlation between satisfaction variables such as work culture, service conditions, and employee engagement. Regression analysis indicates that satisfaction factors explain 54% of engagement variance for staff and 62% for workers. Recommendations to address gaps in promotion policies and workload management are provided to enhance employee satisfaction and engagement further. These insights underscore the necessity of fostering a supportive and growth-oriented work environment.

Orientation: Effectively managing talent is imperative for transforming traditional work engagement models. Successfully implementing these evolving models requires a timely and comprehensive approach to talent management practices (TMP). Research purpose: This study uncovers how TMP such as knowledge sharing (KS), employee mobility (EM) and training and development (TD) impact employee engagement (EE) within the digital workplace. It further examines the mediating roles of psychological empowerment (PE) and job satisfaction (JS), with trust (TR) considered a moderating factor within the tenets of Social Exchange Theory. Motivation for the study: While TMP’s importance in enhancing EE is well-recognised, its role in sustaining EE, particularly in the digital workplace, has received limited attention in human resource management literature. Research approach/design and method: The study used a self-administered questionnaire with quota sampling, and data analysis was conducted using the PLS-SEM technique to assess measurement and structural models. Main findings: Results showed that KS and TD impacted EE indirectly via PE, while EM had both direct and indirect effects. Job satisfaction partially mediated the link between PE and EE, but TR did not positively moderate the JS–EE relationship. Practical/managerial implications: This study takes a broader approach by exploring direct and indirect effects of TMP on EE and highlighting TR as a moderator, providing fresh insights for academics and human resource (HR) practitioners in digital workplace engagement strategies. Contribution/value-add: This study links TMP with PE, JS and TR to examine their combined effects on EE, offering a novel contribution to management literature.

The purpose of this study is to explore the relationships between person-organisation (PO) fit, person-job (PJ) fit, employee engagement, organizational citizenship behaviour (OCB) and employee performance. PO fit refers to opinions among employees abouthow well their unique traits are blended into the organizational culture, while PJ fit relates to the alignment between the employees interests and expertise and their job requirements.In different studies, the results of PO fit and PJ fit have a positive effect on organizational commitment, job satisfaction, and OCB. In addition, the role of employee engagement is also important to these the relationships. Employees involved in the organisation will have a special desire to lead to organizational progress, expressing high energy, motivation, intensity and anticipation in line with organizational objectives. Despite being an interesting topic in the science of management, there are still a few who examine these relationships. In-depth, the results of this study can provide the meaningful inputs to the work environment.

Retail supermarket chains face high turnover that creates costs and compromises customer satisfaction. Turnover intention is influenced by the fit or misfit of employees to the job and the organization, as well as their satisfaction with the job and the commitment to the organization. This paper investigates the relationship of person-job (P-J) and person-organization (P-O) fit with job satisfaction and organizational commitment. A total of 211 questionnaires from employees in the retail supermarket chains in Kosovo were collected. Regression analysis is used to test the relationships between fit constructs and work attitudes as outcomes and their effect on turnover intention. Bootstrap mediation is used to test the direct and indirect effect of fits on turnover intention. Results show that person-job fit and person-organization fit have a significant positive effect on job satisfaction and organizational commitment. All these constructs have a negative effect on turnover intention. P-J and P-O fit have a direct negative effect on turnover intention, which is also partially mediated by job satisfaction and organizational commitment. This paper supports previous evidence that P-J and P-O fit have a positive effect on work attitudes and eventually reduce turnover intention. The direct effect of fits on turnover intention is stronger than the indirect effect, mediated by job satisfaction and organizational commitment.

This study explores the effects of Work Environment, Organizational Culture, and Digital Literacy on Job Satisfaction and Employee Engagement, with Generational Cohort (X, Y, and Z) as a moderating variable. Data were collected through an online questionnaire from 501 respondents representing 135 Industrial Forest Plantation (HTI) companies across Kalimantan. Data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The findings indicate that Work Environment, Organizational Culture, and Digital Literacy positively and significantly influence Job Satisfaction (R² = 0.727) and Employee Engagement (R² = 0.802). Job Satisfaction also exerts a strong effect on Employee Engagement (β = 0.734; p < 0.001). However, the moderating role of Generational Cohort was largely insignificant, except for a weak negative moderation on the Digital Literacy → Job Satisfaction path (β = –0.070; p = 0.013), indicating minimal generational differences. These results highlight that organizational factors outweigh generational differences in shaping employees’ work attitudes. Theoretically, this research extends the Job Demands–Resources (JD-R) model by incorporating digitalization dimensions, while practically, it offers insights for HR management to develop inclusive, technology-driven work environments that enhance satisfaction and engagement across generations.

This study explores the effects of Work Environment, Organizational Culture, and Digital Literacy on Job Satisfaction and Employee Engagement, with Generational Cohort (X, Y, and Z) as a moderating variable. Data were collected through an online questionnaire from 501 respondents representing 135 Industrial Forest Plantation (HTI) companies across Kalimantan. Data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The findings indicate that Work Environment, Organizational Culture, and Digital Literacy positively and significantly influence Job Satisfaction (R² = 0.727) and Employee Engagement (R² = 0.802). Job Satisfaction also exerts a strong effect on Employee Engagement (β = 0.734; p < 0.001). However, the moderating role of Generational Cohort was largely insignificant, except for a weak negative moderation on the Digital Literacy → Job Satisfaction path (β = –0.070; p = 0.013), indicating minimal generational differences. These results highlight that organizational factors outweigh generational differences in shaping employees’ work attitudes. Theoretically, this research extends the Job Demands–Resources (JD-R) model by incorporating digitalization dimensions, while practically, it offers insights for HR management to develop inclusive, technology-driven work environments that enhance satisfaction and engagement across generations.