Part-and full-time employment and the three component model of organisational commitment

Organizational commitment has been conceptualised and measured in various ways. The current study was conducted to test aspects of three component model of organizational commitment which integrates the various concepts. The three component of organizational commitment in this study are affective, continuance and normative commitment. The proposed independent variables were transformational leadership, transactional leadership and group cohesiveness which were assumed to have significant relationship with organizational commitment. The data of this study were collected through questionnaires carried out to 120 cadres who were active in one political party, considered as nationalist– secular party, in Yogyakarta. The study revealed that the three independent variables are empirically undifferentiated to the three components model of organizational commitment. Specifically, this study found that transformational leadership, transactional leadership, group cohesiveness, age and length of cadre membership are positively and significantly related to continuance commitment. When tested individually, it shows that age did not have positive relationship with the three component model of commitment. Key Words: Leadership Styles, Group Cohesiveness, Commitment

ABSTRACTSport scholars have sparsely examined the contributions of part-time employees in the workforce. This study contributes to the gap in the literature by exploring a recreation center’s part-time student staff participation in organizational citizenship behaviors (OCBs). These behaviors can simply be described as “going above and beyond job requirements” and have been suggested to increase organizational effectiveness [Podsakoff, P. M., & MacKenzie, S. B. (1997). Impact of organizational citizenship behavior on organizational performance: A review and suggestion for future research. Human Performance, 10(2), 133–151]. Furthermore, the authors sought to understand how these OCBs contributed to organizational effectiveness. Data were collected through semi-structured interviews of student employees. The findings from this study showed that multiple OCBs were apparent at this recreation center, and the students felt that these behaviors positively impacted the organization’s effectiveness. This case study extends the lines of research on part-time employees and OCBs in sport.

Increasing numbers of people are working part-time (PT) hours, sometimes involuntarily (IPT). Australia has the fourth highest percentage of PT employees among Organization for Economic Co-operation and Development countries (26%). This study examines relationships between work design factors and workplace inclusion for PT employees and identifies how perceived inclusion and work engagement of PT and IPT employees compares with full-time (FT) employees. Data were collected using an online questionnaire distributed to employees in Australia. A part-time work design model was developed and tested across two independent samples using partial least squares. Results suggest that PT and IPT employees feel less included in the workplace compared to FT employees. PT employees also perceive their roles to be less task interdependent. A key finding was that PT employees' perceived inclusion was related to proactive behaviors, autonomy, and job crafting, in addition to hours worked. Implications for the management of PT employees are discussed.

Sickness absence amongst qualified nursing staff at two major acute hospitals in Leicester was analysed for one year. Comparisons were made between full-time and part-time staff, between day staff and night staff, between grades of staff and between certificated and uncertificated sickness absence. Patterns of sickness absence throughout the year were also compared. Results showed that absence was 4 per cent per annum at the Leicester Royal Infirmary and was double this figure at the Leicester Maternity Hospital (8 per cent per annum). Part-time staff had more time off sick than full-time staff at both hospitals, but the hospitals showed different results for day and night staff. Grades of staff sickness absence showed a predictable trend at the Leicester Royal Infirmary, but not at the Leicester Maternity Hospital where staff midwives had the worst sickness absence record. Sickness absence patterns were analysed at greater depth at the maternity hospital. The results are discussed and recommendations made.

The growth in non-standard forms of employment has major implications for the effectiveness of employee participation mechanisms in the workplace, whether direct or indirect (representative). Representative forms of participation, such as consultative committees in particular, do not seem as easily accessible to casual or part-time employees. Since the majority of part-time and casual employees are female, women may also be disproportionately excluded from participation by their employment status. However, the literature on participation rarely addresses these major contextual aspects. This paper analyses survey data from the Illawarra Regional Workplace Industrial Relations Survey (IRWIRS) to test the hypothesis that part-time employees’ access to participatory mechanisms in the workplace is less than that enjoyed by their full-time colleagues, and finds that this is confirmed for the Illawarra region.

labour market flexibility, working time arrangements and work-life balance are important issues on the political agenda of many societies. The present paper captures the trade-off between the interests of employers and employees by adjusting working hours to the employee availability constraints. A theoretical model is developed in order to determine the ideal gap between full-time and part-time employees. The paper proposes a method of computing a fair rate for part-time employees that is driven by purely financial considerations which ensure that neither employers nor employees are penalized by the employment arrangement. The ideal that is identified can serve as a benchmark for a justifiable gap (also referred to as wage differences) between part-time and full-time employees. Policymakers can rely upon the method presented for computing a fair rate for part-time employees. Another dimension of labour flexibility in the field of Human Resource Management is discussed in order to define an appropriate gap between part-time and full-time employees.

Full-Time versus Part-Time Employees: Understanding the Links between Work Status, the Psychological Contract, and Attitudes

This survey‐based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full‐time and part‐time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part‐time employees exhibited less helping organizational citizenship behavior than full‐time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part‐time workers than to full‐time. For voice, preferred work status was equally important to part‐time and full‐time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.

Are deep approaches to learning possible in vocational degree courses in construction? : a phenomenological inquiry

This study aims to examine the mediating effects of five different types of employees’ trust on the relationship between employees’ organizational tenure and their organizational citizenship behaviour. Using data obtained from 163 employees from banking organization located in Kota Kinabalu, Sabah. Structural equation modelling was used to assess the relationship between variables. The Employees Trust Scale and Organizational Citizenship Behaviour Scale were used to measure the variable. The relationship between the variables was analysed by using partial least squares structural equation modelling [PLS-SEM]. Results showed that the direct effect of employee organizational tenure showed a positive but not significant effect towards organizational citizenship behaviour. For the direct effect of employee’s trust towards their organizational citizenship behaviour, the sub scale of integrity and relationship influence organizational citizenship behaviour significantly. The sub scale of integrity shows a negative and significant effect towards organization citizenship, whereas the sub scale of relationship affects organizational citizenship behaviour positively. While, the mediation test showed mediation effect did not exist between employee organizational tenure, employee’s trust, and organizational citizenship behaviour. The final part of analysis indicated the model has adequate predictive relevance.

Article Free Access Share on Getting students off on the right foot: one step toward building the future at ISU Authors: Linda J. Hutchison Academic Information Technologies, Iowa State University, 291Durham Center, Ames, IA Academic Information Technologies, Iowa State University, 291Durham Center, Ames, IAView Profile , Jay Hardcastle Academic Information Technologies, Iowa State University, 191Durham Center, Ames, IA Academic Information Technologies, Iowa State University, 191Durham Center, Ames, IAView Profile , Bonnie Whalen Academic Information Technologies, Iowa State University, 191Durham Center, Ames, IA Academic Information Technologies, Iowa State University, 191Durham Center, Ames, IAView Profile Authors Info & Claims SIGUCCS '00: Proceedings of the 28th annual ACM SIGUCCS conference on User services: Building the futureOctober 2000Pages 106–114https://doi.org/10.1145/354908.354933Published:01 October 2000Publication History 0citation197DownloadsMetricsTotal Citations0Total Downloads197Last 12 Months8Last 6 weeks0 Get Citation AlertsNew Citation Alert added!This alert has been successfully added and will be sent to:You will be notified whenever a record that you have chosen has been cited.To manage your alert preferences, click on the button below.Manage my AlertsNew Citation Alert!Please log in to your account Save to BinderSave to BinderCreate a New BinderNameCancelCreateExport CitationPublisher SiteeReaderPDF

Purpose – The purpose of this paper is to examine the reasons given by nurses for working part-time; compare the work experiences, satisfactions, and psychological well-being of nursing staff working full-time vs part-time; and identify possible antecedents and sources of leverage to encourage part-time nurses to work full-time. Design/methodology/approach – An online survey was developed, pre-tested and validated, and sent to the regional associations of nurses in Spain for distribution to their members. Data collection involved a cross-sectional design. A total of 2,094 valid questionnaires were completed online. The majority of responding nurses were located in Catalunya and Gipuzkoa. Respondents were given 15 reasons and asked to indicate the extent to which each played a role in their decision to work part-time. Job context and job content scales bearing multi items reliable measures were also employed. All scales met the criteria of reliability. Findings – Nurses working full-time included more males, were older, had longer nursing experience (both job and unit tenure), reported higher levels of both job resources (autonomy, self-development opportunities), higher levels of positive work attitudes (job involvement, affective commitment, work engagement), more medication use, and a higher intention to quit. Full-time and part-time nursing staff were similar on marital status, levels of social support (supervisor, co-worker, spouse, and family), self-reported absenteeism, levels of burnout, levels of psychological well-being (psychosomatic symptoms, self-reported health), and potential accident propensity. Some of the more concrete results include: first, reasons for working part-time were varied with some being voluntary (going to school) and others involuntary (poor health). Second, different clusters of individuals likely exist (e.g. students, caretakers, transitioning to retirement or other career options). Third, part-time nursing staff tended to report a more negative workplace (less autonomy, fewer opportunities for self-development) and less favorable work attitudes (less engagement, job involvement, and affective commitment) than their full-time counterparts. Research limitations/implications – First, all data were collected using self-report questionnaires, raising the possibility of response set tendencies. Second, all data were collected at one point in time, making it difficult to determine cause-effect relationships. Third, although the sample was very large, it was not possible to determine its representativeness or a response rate given the data collection procedure employed. Fourth, the large sample size resulted in relatively small mean differences reaching levels of statistical significance. Fifth, many of the nurse and work/organizational outcomes were themselves significantly correlated inflating the number of statistically significant relationships reported. Finally, it is not clear to what extent the findings apply to Spain only. Practical implications – Health care organizations interested in encouraging and supporting part-time nursing staff to consider working full-time may have some sources of leverage. Part-time nursing staff indicated generally lower levels of commitment involvement and engagement compared to their full-time colleagues. Part-time nursing staff in this study reported lower levels of job resources, such as autonomy and self-development opportunities. Increasing nursing staff input into decision making, increasing levels of nursing staff empowerment, increasing supervisory development that in supporting and respecting the nursing staff contributions, reducing levels of workplace incivility, and improving nursing work team functioning would make the work experiences of part-time nursing staff more meaningful and satisfying. In addition, offering more flexible work schedules and tackling the stereotype associated with working only part-time would also address factors associated with working part-time. A more long-term strategy would involve enhancing both the psychological and physical health of nursing staff through the introduction of a corporate wellness initiative. Increasing the work ability of nursing staff by improving their psychological and physical well-being addresses a common factor in the part-time work decision. Social implications – There is a call in the paper for Spanish authorities to consider implementing the “Magnet hospital program” which is one model that has been shown to improve nurse and patient outcomes and is one solution to the shortage of hospital nurses in attracting them to work on a full-time basis. The process of Magnet recognition involves implementing 14 evidence-based standards. Originality/value – Experts claim that the part-time phenomenon is a growing trend and is there to stay. The authors still do not know sufficiently about the HR implications for having a large workforce of part-time employees. In this paper, a tentative attempt was made to better understand this phenomenon, especially when there is a shortage of qualified nurses in the health sector. Several promising research directions follow from this investigation. First, nurses working part-time need to be polled to identify factors that would encourage and support them should they desire to change to full-time work. Second, the authors learn more about the relatively low levels of involvement, commitment, and engagement of part-time nurses, a phenomenon that most organizations wish to minimize.

Objective: To explore the relationship between work engagement, job burnout, and mental health among full-time and part-time student management staff in universities in Xinjiang, and to provide a scientific basis for developing differentiated mental health intervention measures. Methods: By using the method of cluster random sampling, 1267 student management staff from five universities in Urumqi were selected as the research subjects from March 2020 to December 2021. Data collection was conducted using the Utrecht Work Engagement Scale (UWES-9) , the Maslach Burnout Inventory-General Survey (MBI-GS) , and the Symptom Checklist-90 (SCL-90) . Spearman rank correlation analysis was used to explore the relationship among work engagement, job burnout and mental health. Multivariate logistic regression was adopted to analyze the influencing factors of mental health, and the mediating effect of job burnout was analyzed through the mediating effect test. Results: The detection proportions of job burnout and psychological disorders were 80.5% (525/652) and 38.5% (251/652) among full-time personnel, and 75.3% (463/615) and 30.2% (186/615) among part-time personnel, respectively. Spearman rank correlation analysis showed that work engagement was negatively correlated with psychological disorders (r(s)=-0.720, -0.760, P<0.001) and job burnout (r(s)=-0.776, -0.700, P<0.001) in both full-time and part-time personnel, while job burnout was positively correlated with psychological disorders (r(s)=0.804, 0.718, P<0.001) . Multivariate logistic regression analysis indicated that high work engagement (full-time: OR=0.05, 95%CI: 0.02-0.18; part-time: OR=0.02, 95%CI: 0.01-0.04) was a protective factor for mental health (P<0.001) , whereas job burnout (full-time: OR=10.85, 95%CI: 3.50-33.58; part-time: OR=3.71, 95%CI: 1.76-7.76) was a risk factor for mental health (P<0.001) . Mediating effect tests demonstrated that job burnout played a partial mediating effect between work engagement and mental health, with mediating effect proportions of 57.3% and 27.9% for full-time and part-time personnel, respectively. Conclusion: The detection proportions of job burnout and psychological disorders among full-time and part-time student management staff in Xinjiang universities are relatively high, and job burnout acts as a mediating variable between work engagement and mental health. Universities should enhance the work engagement level of student management staff to prevent and alleviate job burnout, and thereby improving their mental health status.

Part-Time Versus Full-Time Work: The Case of Nurses in Spain

PurposeThe purpose of this paper is to examine differences of the perceived internal marketing practices (IMP), job satisfaction (JS), organizational commitment (OC) and turnover intention (TI) between full- and part-time employees and to incorporate employment status as a moderator in the restaurant employee turnover model.Design/methodology/approachThe target population included current restaurant full- or part-time employees in the USA. The questionnaire was distributed to potential participants through an online survey that the company used to collect nationwide data.FindingsFull-time employees’ perceptions of the IMP were comparably greater than those of part-time employees, and full-time employees were also more committed to the organization and had less intention to leave than their part-time counterparts. Significant moderating effects of employment status existed in the restaurant employee turnover model.Research limitations/implicationsThe current study may not adequately capture the differences between full- and part-time employees by asking respondents to identify their employment status.Practical implicationsIMP should be facilitated at the management level to provide insight and value to their employees, and more attention and effort in the internal marketing and human resource practices for part-time employees are needed to have more satisfied and committed employees, and, in turn, better performance.Originality/valueThe literature on full- and part-time employees was incomplete, and there was minimal research that tested differences between full- and part-time employees in the foodservice industry.