Digital maturity in primary care facilities: assessing its influence on organisational commitment and job satisfaction

BackgroundDigital maturity can help primary care facilities enhance their processes, communication, and adaptability to change, thereby fostering trust and job involvement. This study aimed to examine the causal relationships between perceived environmental uncertainty, digital maturity, organizational trust, and job involvement among managers of primary care facilities in the UK. The researchers applied socio-technical theory to examine the consequences of technology implementation on work practices and utilized contingency theory to ensure long-term stability in primary care facilities.MethodsThe study was conducted in the second quarter of 2023, surveying 200 managers from primary care facilities in the UK. The survey was conducted using a computer-assisted web interview (CAWI) method based on a purchased panel of respondents. Data were analyzed using descriptive statistics and structural equation modeling.ResultsThe results showed that perceived environmental uncertainty moderately impacts digital maturity. A greater level of perceived environmental uncertainty is related to greater organizational digital maturity, although perceived environmental uncertainty explains only 15.0% of the variance in digital maturity. The analysis also showed that the impact of digital maturity on organizational trust is positive, significant, and strong, while its impact on job involvement is positive and significant but rather moderate. Moreover, digital maturity mediates the relationship between environmental uncertainty and job involvement among managers of primary care facilities. The weakest link in the model is the connection between organizational trust and job involvement.ConclusionsThe analysis showed that digital maturity is key in shaping organizational trust in primary care facilities and job involvement among their managers. As organizations progress in their digital capabilities, they are better positioned to cultivate trust within their structures. The results of this research contribute to the literature on human resource management in the healthcare sector by deepening knowledge about the impact of environmental uncertainty and digital transformation on organizational trust and job involvement. This study provides important policy information for managers who seek tools to mitigate the adverse effects of environmental uncertainty and want to increase job involvement within primary care facilities.

The Relationship between Organizational Commitment, Job Satisfaction and Social Orientation, and the Nurses’ Moral Behavior

PurposeThe purpose of this paper is to examine the relationship between perceived organizational support (POS), organizational commitment and job satisfaction among special education teachers in Pakistan. The data were collected from 85 special education teachers from different special education centers in Punjab, Pakistan. POS was measured using a survey of POS developed by Eisenberger et al. (1986). Affective continuance and normative commitment are measured by affective continuance and normative commitment scales developed by Meyer and Allen’s (1984) and Allen and Meyer (1990), respectively. Results of the current study show that POS and job satisfaction are positively correlated with affective and normative commitment. POS and job satisfaction are not associated with continuance organizational commitment. This suggests that a teacher’s commitment can be improved by increasing organizational support, underprivileged working environment and job satisfaction. Limitations and implication of the study are discussed.Design/methodology/approachIn the current study, cross-sectional research design and non-probability purposive sampling technique were used. A sample of 85 special education teachers was collected from different special education institutes of Punjab and federal, Pakistan. Inclusion criteria were teacher with specialization in all disabilities (mentally challenged, deaf, blind, physical handicapped and slow learners), informed consent and age range 20‒55 years, at least 6-month teaching experience in special education. Exclusion criteria were teaching experience less than 6 months and age less than 20 or more than 55 years. The demographic characteristics of teachers are presented in Table II.FindingsFindings of the present study suggest a positive association between POS, affective commitment, normative commitment and job satisfaction, whereas there is no association between POS and continuance commitment as well as between job satisfaction and continuance commitment among special education teachers in Pakistan. Organization should consider the exclusive support of the special education teachers.Research limitations/implicationsThe current study also has some limitation. The sample size is very small. In the current study, data are collected from 85 special education teachers from federal and few cities of Punjab, Pakistan. Hence, data are not true representative. Data for current study are collected through self-reported scales and only collected from academic staff.Practical implicationsIn the current study, special education teachers have identified factors that promote organizational support, commitment and job satisfaction, such as reasonable workloads, sound working environment, unbiased and fair working conditions, and administrative support. It has been found that decreased level of POS, commitment and job satisfaction damage the organization, special educators and special students. Therefore, special education department should develop and implement policies that strengthen these dimensions. A broad recommendation can be made on the basis of these findings: affective and normative commitment increases when individuals have satisfying experience with organization. Thus, this may be improved by providing special educators with the opportunity to work in a better work environment, with proper work load, as it would increase emotional and normative attachment of the individuals with their institutes. The current study would be helpful for policy makers in the field of education and administration in order to work on these dimensions to increase the teacher’s job satisfaction and organizational commitment. It would also create awareness among the general public about the potential problems of special education teachers in Pakistan affecting the quality of life of children with special needs. Results suggest that by providing organizational support, appropriate work load and unbiased attitude, a teacher’s commitment can be improved.Social implicationsThe current research helps academics and administration to improve social functioning of special education teachers by improving their job satisfaction and organizational support.Originality/valueThe prevalence rate of children with disabilities is increasing rapidly in Pakistan. Since stigma is associated with individuals with disabilities, parents hide disabilities of their children so that other relatives may not face any problems, such as being doubted of carrying defective genes. Families have to cope with financial crises due to lack of institutional support, extra expense to deal with disabled person and loss of work. In such circumstances, special education institutions are only hopes for such people to assist them in dealing with their disabled children. However, the strength of teachers in these institutions is not enough to fulfill needs of such children. A number of researches have examined the role of organizational support, job satisfaction and organizational commitment of teachers in western countries (Makanjee et al., 2006; Alijanpou et al., 2013; Batool and Ullah, 2013). However, to the best of the authors’ knowledge, no study has yet investigated this serious issue in Pakistan. This study provides valuable information on organizational support, commitment and job satisfaction among special educators, and recommendation on how organizational commitment can be improved.

ObjectivesMore and more countries have decided to cancel most or even all COVD-19 restrictions. However, it is unclear how ending of restrictions will affect primary care providers' job satisfaction and organizational commitment. Our objectives are to explore the current status and possible change in primary care providers' job satisfaction and organizational commitment after massive restriction policies ended in China.MethodsThis was a mixed-method study that utilized structured questionnaires and semi-structured qualitative individual interviews. The 20-item Minnesota Satisfaction Questionnaire (MSQ) and 25-item organizational commitment survey were adopted to assess job satisfaction and organization commitment. Descriptive statistics and mediation models, as well as inductive thematic analysis, were used to analyze quantitative and qualitative data.ResultsA total of 18 interviews and 435 valid survey responses were included in our analysis. The average scores for job satisfaction and organizational commitment were 80.6 and 90.8. The thematic analysis revealed one major theme: ethical and moral responsibility to provide care as primary care providers, on which we established a mediation model. The mediation analysis revealed that normative commitment could positively affect the other four dimensions of organizational commitment and job satisfaction. The direct effect of affective commitment on job satisfaction was significant (LLCI = 0.11, ULCI = 0.31), and the mediators were identified to have a partial mediating effect instead of a total mediating effect.ConclusionAfter COVID-19 restrictions end, the job satisfaction and organizational commitment of primary care providers will return to levels before the pandemic and during this estimated process, a brief rise in resignation is predictable. The normative commitment positively affects the other four dimensions of organizational commitment and job satisfaction for primary care providers, which suggests a possible way to motivate primary care providers when restrictions end.

The present study aimed at designing and testing a model of servant leadership consequences. It has selected the servant leadership structure as an antecedent variable, the job satisfaction, organizational commitment and organizational citizenship behavior structures as the consequent variables, and the perceived organizational support and leader-member exchange structures as the mediator variables. The research method was descriptive correlational. Therefore, a total of 230 employees from an industrial company were selected through simple random sampling. The research tools included the servant leadership, perceived organizational support, leader-member exchange, job satisfaction, organizational commitment and organizational citizenship behavior questionnaires. The data was analyzed through structural equation modeling (SEM) and mediator analysis. The analysis of structural equation modeling supported the proposed model fit with data.The results indicated a direct positive effect of servant leadership on all dependent variables in the model, and a direct positive effect of perceived organizational support on job satisfaction, organizational commitment and organizational citizenship behavior, and a positive indirect effect of servant leadership on job satisfaction, organizational commitment and organizational citizenship behavior through perceived organizational support and leader-member exchange.

Orientation: Findings on the relationship between organisational commitment, job satisfaction, and employee retention have been inconsistent.Research purpose: The purpose of this study was to determine the relationship between organisational commitment, job satisfaction, and employee retention among detectives in the South African Police Service (SAPS).Motivation for the study: There has been little, if any, research on the relationship between organisational commitment, job satisfaction, and employee retention among SAPS’s detectives and on job satisfaction as a mediating variable in this context.Research approach/design and method: A survey research design, as well as a cross-sectional research design within Positivism, was used in this study. The study followed a quantitative research method. Structural equation modelling (SEM) was used to analyse the data.Main findings: There was no significant evidence for job satisfaction as a mediator between organisational commitment and employee retention. The results indicated some positive relationships between job satisfaction and organisational commitment as well as between job satisfaction and employee retention. There was no positive relationship between organisational commitment and employee retention.Practical/managerial implications: Should the SAPS management not take note of the relationship that organisational commitment has with job satisfaction, it could harm the way detectives perceive their payment, supervision, co-workers, workload, and communication.Contribution/value-add: New nuances of the relationship between organisational commitment, job satisfaction, and employee retention were discovered.

ABSTRACTFebriantoro, Krisna. 2018. The Effect of Perceived Organizational Support and Job Satisfaction on Employees Performance of Administration and Finance Department at Kebon Agung Sugar Factory Malang through Organizational Commitment. Sarjana’s Thesis, Department of Management, Faculty of Economics, Universitas Negeri Malang. Advisor: Lohana Juariyah, S.E., M.SiKeywords: Perceived Organizational Support, Job Satisfaction, Organizational Commitment, PerformanceHuman Resources is one of the most important resources for the establishment of a company. Therefore, the ability to manage the performance of human resources appropriately is determine the ability to achieve success in achieving goals and establish the ability to deal with threats to companies both internal and external. Important factors that employees must possess to making high employee performance include the perceived organizational support, job satisfaction, and organizational commitment.This study purpose to know : (1) Condition of perceived organizational support, job satisfaction, organizational commitment and employee performance. (2) The direct influence of perceived organizational support on employee performance. (3) The direct influence of perceived organizational support on organizational commitment. (4) The direct influence of organizational commitment on employee performance. (5) The direct influence of job satisfaction on employee performance. (6) The direct influence of job satisfaction on organizational commitment. (7) Indirect influence of perceived organizational support on employee performance through organizational commitment. (8) Indirect influence of job satisfaction on employee performance through organizational commitment.The study uses cuantitive approach, the population is the administrative and financial employees of Kebon Agung Sugar Factory Malang which has status as permanent employee with the total sample as much as 68 respondents from 68 employees. The method to taking sampling is by total sampling method and instrument testing technique using validity and reliability test. This study uses several models of classical assumption test is normality test, multicolliniearity test, and heteroskidasticity test. Data analysis method used is path analysis.Based on the results of the analysis is showed that: (1) Description of perceived organizational support, job satisfaction, organizational commitment and employee performance is good. (2) There is a positive influence and significant perceived organizational support on employee performance. (3) There is a positive influence and significant perceived organizational support on organizational commitment. (4) There is positive influence and significant organizational commitment on employee performance. (5) There is a positive influence and significant job satisfaction on employee performance. (6) There is a positive influence and significant job satisfaction on organizational commitment. (7) There is a positive and indirectly significant effect of perceived organizational support on employee performance through organizational commitment. (8) There is a positive and indirect effect of job satisfaction on employee performance through organizational commitment.Based on the results of this study, researchers suggest: (1) Companies need to maintain awareness of the welfare of employees and also need to improve preparedness of the company if the employee needs special help. Other than that the companies need to keep the working conditions of the company in order to stay comfortable and need to increase the chances of employees participating in decision making within the working group. The next suggestion is, that company needs to keep employees to remain happy career in the company either by increasing organizational support and employee satisfaction and also need to pay attention to the employee's view that someone is easy to move company either by paying attention to opinion and value from employee. In addition, companies need to maintain and manage employees in order to remain able to cooperate well with colleagues and also need to improve the accuracy of employees in running the job either by increasing supervision or provide punishment or punishment to employees. (2) Next research on the effect of perceived organizational support variables, job satisfaction, and organizational commitment to employee performance suggests that the analysis model used is to use path analysis model rather than using multiple linear regression analysis. (3) The model of this study needs to be tested on different research subjects at work where many workers are millenial generations who are found to be sedentary or alleged to have low work commitments or on jobs that have high turnover rates such as hotel employees, employees banking, hospital employees.

The present study aimed at designing and testing a model of servant leadership consequences. It has selected the servant leadership structure as an antecedent variable, the job satisfaction, organizational commitment and organizational citizenship behavior structures as the consequent variables, and the perceived organizational support and leader-member exchange structures as the mediator variables. The research method was descriptive correlational. Therefore, a total of 230 employees from an industrial company were selected through simple random sampling. The research tools included the servant leadership, perceived organizational support, leader-member exchange, job satisfaction, organizational commitment and organizational citizenship behavior questionnaires. The data was analyzed through structural equation modeling (SEM) and mediator analysis. The analysis of structural equation modeling supported the proposed model fit with data.The results indicated a direct positive effect of servant leadership on all dependent variables in the model, and a direct positive effect of perceived organizational support on job satisfaction, organizational commitment and organizational citizenship behavior, and a positive indirect effect of servant leadership on job satisfaction, organizational commitment and organizational citizenship behavior through perceived organizational support and leader-member exchange.

PurposeThe purpose of the study was to examine the role of emotional intelligence (EI) in enhancing job satisfaction (JS) and organizational commitment (OC) among construction project employees. This research aimed to uncover the direct and indirect effects of EI on JS and OC as well as the mediating role of JS, thus contributing to a deeper understanding of the interplay between these variables within the construction industry context.Design/methodology/approachIn this study, the relationship between emotional intelligence (EI), job satisfaction (JS), and organizational commitment (OC) was evaluated in the construction projects. The total of 424 employees were invited to participate in the research through email and face-to-face methods from top-rated construction companies in Tehran, Iran. The final 362 responses were collected and analyzed using Smart PLS 3 through structural equation modeling (SEM). The results showed a significant positive effect of EI on both JS (0.945) and OC (0.925), while JS had a moderate positive impact on OC (0.073). The study also highlighted the mediating role of JS in the relationship between EI and OC, with a total indirect effect of 0.069. These findings suggest the significant role of EI in the decisive satisfaction and commitment of employees within the distinctive environment of the construction industry.FindingsThe study employed a quantitative research methodology, utilizing a survey-based approach to collect data from construction project employees. Structural equation modeling (SEM) was used to analyze the relationships between EI, JS, and OC, providing robust statistical evidence on both the direct and indirect effects of EI on JS and OC. The findings revealed that EI has a significant positive effect on both JS and OC, with coefficients of 0.945 and 0.925, respectively. Additionally, job satisfaction (JS) was found to have a moderate positive impact on OC with a coefficient of 0.073. The study also highlighted the mediating role of JS in the relationship between EI and OC, with a total indirect effect of 0.069.Research limitations/implicationsThe research is limited to the construction industry in Tehran, Iran, which may restrict the generalizability of the findings to other regions or industries. Additionally, the study relied on self-reported measures, which could introduce bias.Practical implicationsFor construction companies, the findings suggest the value of developing and implementing programs aimed at enhancing employees’ emotional intelligence. Such initiatives could lead to increased job satisfaction and organizational commitment, ultimately improving overall organizational performance.Social implicationsImproving emotional intelligence within the workforce has broader social implications, as it can contribute to better work environments and enhanced employee well-being. A workforce that is more emotionally intelligent and satisfied is likely to experience lower turnover rates, leading to greater organizational stability.Originality/valueThe results of the research demonstrated that emotional intelligence has a significant influence on organizational commitment and job satisfaction of construction project employees. Additionally, the test results indicated that all EI dimensions, including self-awareness, self-management, social awareness, and relationship management, significantly affect organizational commitment and its components, namely, continuance commitment, affective commitment, and normative commitment. EI had the greatest impact on continuance commitment. Furthermore, considering JS as a mediating factor, the results revealed a significant effect on OC.

This study aims to examine the effect of work facilities, work environment and transformational leadership on organizational commitment through job satisfaction as an intervening variable for the employees of the Environment and Forestry Office of the Riau Islands Province. The sample used is 129 respondents from 129 employees. The sampling technique used is census. The method used in this study uses quantitative research and the type of research used is explanatory research or explanation. The data analysis method used is the structural equation model (SEM-PLS).Based on the data analysis, it was found that the direct effect of Work Facilities on Organizational Commitment was positive and not significant. The direct effect of work environment on organizational commitment is positive and significant. The direct effect of Transformational Leadership on Organizational Commitment is negative and insignificant. The direct effect of Job Facilities on Job Satisfaction is positive and not significant. The direct effect of the work environment on job satisfaction is positive and significant. The direct effect of Transformational Leadership on Job Satisfaction is positive and significant. The direct effect of job satisfaction on organizational commitment is positive and significant. The indirect effect between Work Facilities on Organizational Commitment and Job Satisfaction as an intervening variable is positive and not significant. The indirect effect between Work Environment on Organizational Commitment and Job Satisfaction as an intervening variable is positive and significant. The indirect effect between Transformational Leadership on Organizational Commitment and Job Satisfaction as an intervening variable is positive and significant.

The study examined the relationship between leadership behaviours and the organisational commitment of academic staff at Kyambogo University, mediated by job satisfaction. Specifically, the study tested the influence of leadership behaviours on organisational commitment and job satisfaction, the influence of job satisfaction on the organisational commitment of academic staff, and the mediating effect of job satisfaction on the influence of leadership behaviours on organisational commitment. Based on the three-component model by Allen and Meyer (1990), organisational commitment was studied in terms of affective, continuance, and normative commitment. The study adopted a correlational research design on a sample of 175 full-time academic staff of Kyambogo University. The study utilised a self-administered questionnaire to collect the data. Data analysis involved carrying out partial least squares structural equation modelling (PLS-SEM). The results indicated that leadership behaviours positively but insignificantly influenced job satisfaction, while job satisfaction positively and significantly influenced organisational commitment, and leadership behaviours positively and significantly influenced job satisfaction. The results also revealed that job satisfaction partially mediated the influence of leadership behaviours on organisational commitment. The study concluded that while leadership behaviours are not a prerequisite for increasing organisational commitment among academic staff members, they improve academic staff members' job satisfaction. Also, academic staff members' commitment is increased by their job satisfaction, and job satisfaction partially significantly affects the association between leadership behaviours and academic staff members' commitment. The study recommends that to improve organisational commitment, university leaders should not overfocus on leaders’ behaviours. Nevertheless, to improve job satisfaction, they should exhibit those leadership behaviours that enhance job satisfaction. Further, university leaders can improve academic staff satisfaction by implementing appropriate job satisfaction practices. Last but not least, in addition to good leadership practices, university leaders should implement appropriate job satisfaction practices to enhance academic staff members' commitment

租賃業中領導風格、組織創新、組織承諾、工作滿足對工作績效影響之研究－以中租迪和股份有限公司為例

This study aims to analyze the influence of Organizational Culture, Work Environment, and Job Stress on Job Satisfaction through Organizational Commitment as an intervening variable. The data analysis method in this study uses quantitative analysis, specifically descriptive statistical analysis and inferential statistical analysis. The inferential analysis in this study employs PLS-SEM (Partial Least Square – Structural Equation Modeling) with the software SmartPLS 3. The results of the study indicate that Organizational Culture and Work Environment have a positive and significant influence on Job Satisfaction and Organizational Commitment. Meanwhile, Job Stress significantly has a negative impact on Job Satisfaction and Organizational Commitment. Organizational Commitment significantly has a positive influence on Job Satisfaction. Through Organizational Commitment, Organizational Culture significantly has a positive influence on Job Satisfaction. Through Organizational Commitment, the Work Environment positively and significantly affects Job Satisfaction. Through Organizational Commitment, Job Stress is not significant and has a negative influence on Job Satisfaction.

<p class="apa">This study aimed to investigate the structural model between organizational trust and organizational silence with job satisfaction and organizational commitment of the employees of Islamic Azad University of Isfahan, Khorasgan branch. The study method is descriptive-correlation. The study population is the employees of Islamic Azad University of Khorasgan branch (Isfahan) as 340. 180 employees are selected by simple random method and sampling Table (Krejcie & Morgan, 1970). The questionnaires of organizational trust (Ellonen et al., 2008) and organizational silence questionnaires, job satisfaction and organizational commitment (Bouradas & Vakola, 2005). For analysis of study findings, Pearson correlation coefficient and structural equations modeling are applied. The results of study showed that organizational trust had inverse and significant relation with organizational silence and had positive and significant relationship with job satisfaction and organizational commitment. Also, there was an inverse and significant relationship between organizational silence and job satisfaction and organizational commitment. The results of structural equations modeling showed that organizational trust had direct impact on organizational silence (-64) organizational commitment (0.45) and job satisfaction (0.39) and has indirect impact via organizational silence on organizational commitment (0.29) and job satisfaction (0.29). Also, organizational silence had direct impact on organizational commitment and job satisfaction (-45). The model has good conditions in terms of fitness indices and fitness data.</p>

This paper analyses the influence of Psychological Contract on Organisational Commitment and Job Satisfaction among teachers that upgraded their academic qualifications following Government policy in Public Schools in Zambia. The study employed a quantitative approach through a cross-sectional descriptive survey with a sample of 278 respondents from various strata selected using stratified random sampling. Data collected using a survey questionnaire were analysed using Structural Equation Modelling (SEM) of the Latent Variables and Partial Least Squares (LVPLS) and a correlation matrix. Results showed low teacher psychological contracts which negatively impacted organisational commitment and job satisfaction. Additionally, there is low Government commitment to psychological contract which resulted in lower employee -organisational commitment and job satisfaction. The study outcomes suggest the presence of significant issues around teacher psychological contract awareness, motivation, job satisfaction, and organisational commitment in the public school system. As such, stakeholders including the Government, educators, administrators, and policymakers should provide training to enhance awareness of and communicate expectations, roles, and responsibilities, disseminate resources (e.g. guides, FAQs) as well as develop and implement policies supporting teachers’ psychological contracts. This is critical to improving teacher well-being through enhanced teacher motivation, job satisfaction, and organisational commitment, ultimately improving student outcomes and enhancing the quality of education.