Employee Work Attitudes Research Articles

The unintended consequences of a pay-for-performance rule change

PurposeThe purpose of this paper is to estimate the impact of a pay-for-performance (PFP) rule change on US Department of Defense (DoD) employees’ job satisfaction by looking at changes in the DoD’s National Security Personnel System.Design/methodology/approachThe data for the analysis are derived from the 2002, 2004, 2006 and 2008 Federal Human Capital Survey. A difference-in-differences (DID) quasi-experimental methodology was used to examine the effect of a PFP rule change on DoD employee job satisfaction. The Department of Air Force and Navy are analyzed as a proxy for the DoD. This study also undertakes a subgroup analysis strategy to understand the effect of PFP systems on specific subgroups (classified by gender, race and supervisory status).FindingsThis study’s results indicate that the overall effect of the introduction of a new PFP rule at DoD is a decrease of approximately 7.9 percentage points in employee job satisfaction, which is a substantial negative effect. In addition, this paper further finds that DoD’s PFP system has widened the gender gap in job satisfaction at DoD.Originality/valueThis study contributes to both the theoretical and the empirical understanding of PFP systems and public employee work morale and attitudes.

Testing the mediation effect of person-organisation fit on the relationship between talent management and talented employees’ attitudes

PurposePrevious studies suggested that talent management (TM) is positively related to employee work attitudes. However, a few studies have examined the mechanisms through which TM leads to employee work attitudes. The purpose of this paper is to examine the mediating role of person-organisation (P-O) fit on the relationship between TM and employee’s job satisfaction, and organisational citizenship behaviours (OCBs).Design/methodology/approachUsing a sample of 232 talented employees from the Ghanaian banking sector, a partial mediation model was outlined and tested using structural equation modelling.FindingsThe results showed that TM had positive relationship with P-O fit, job satisfaction and OCBs. The findings further show that P-O fit had positive relationship between job satisfaction and OCBs and partially mediated the relationship between TM and both job satisfaction, and OCBs.Research limitations/implicationsThis study used cross-sectional data; hence, conclusions regarding causality cannot be made. That is, the results must be interpreted as associations rather than causality.Practical implicationsManagement should endeavour to use TM to help align talented employee’s competences, values and goals to those of their organisation.Originality/valueThis study contributed to the TM literature by providing a stronger and more plausible explanation of the relationship between TM and talented employees’ outcomes.

Mediating Roles of Corporate Goal-Setting, Goal-Orientation and Corporate Ethical Values on Work Attitudes of Bank Employees

The present study was conducted to examine the mediating roles of corporate goal setting and goal orientation in corporate ethical values and work attitudes of bank employees in Nigeria. Correlation coefficients and regression analysis were employed. Results showed, among other things, that there was a significant contribution of corporate ethical values to work attitudes of bank employees in Nigeria (t = 8.119, p < .05), significant mediating roles of both corporate goal setting and goal orientation in the contribution of corporate ethical values to work attitudes of bank employees in Nigeria. It was recommended, among other things, that organizations should set specific, attainable goals and foster performance goal orientation among employees.

Management Representativeness, Ethical Leadership, and Employee Job Satisfaction in the U.S. Federal Government

As the proportion of women and racial minorities in managerial positions has increased in public organizations, considerable attention has been paid to how management representativeness shapes employee work attitudes and what leadership styles moderate these relationships. This study explores separate and joint effects of two types of management representativeness (gender and racial representation of management) and ethical leadership on employee job satisfaction using panel data from the U.S. federal government. The statistical results indicate that racial representation of management and ethical leadership have a positive influence on employee job satisfaction. Further analysis shows that ethical leadership significantly moderates the relationships between the two types of management representativeness and employee job satisfaction, such that gender and racial representations of management are more positively related to job satisfaction under high ethical leadership. Theoretical and practical implications of these findings are addressed.

Workplace Spirituality and Competitive Advantage-A Conceptual Model

The advent of globalization, privatization and liberalization has led to an increase in workplace stress. The market environment is increasingly moving more and more competitive and lesser collaborative. To achieve higher profits and further higher market share the employers are setting very high and unrealistic targets for employees which in turn pressurises the employees to work extended hours with fewer breaks and no time left for rejuvenation at work. The result is a demotivated, highly stressed and anxious employee and the resultant poor performance alongside poor work-life balance and declining bottom line for the employer. Therefore to overcome the above unique challenges posed by the advent of the new era, there is a need for a fresh paradigm to address the challenges of the workplace in the 21st century. Workplace Spirituality can act as a precursor to positive work attitude of employees. A workforce positively charged is an asset for the employer with unlimited potential to unleash and excel in the competitive market. Workplace spirituality is acknowledging the employees as spiritual beings alongside them being a summation of body mind and spirit. Workplace spirituality is a contemporary management paradigm postulating the existence of a higher purpose or higher meaning in life that individuals seek at work and that they are willing to realize their full potential at work through an interconnected approach As workplace spirituality is envisioned to be a prelude to the positive attitude at work therefore the relationship between the two needs to be addressed in the current business environment. This paper will review the existing research and have a relook into the relationship between workplace spirituality and employee work attitude leading to sustained competitive advantage for the organization. Further an attempt will be made to develop a conceptual model of the relationship between the variables based on existing literature which can be empirically tested in further studies.

The impact of pay-for-performance perception and pay level satisfaction on employee work attitudes and extra-role behaviors

PurposeThis paper aims to investigate the impact of pay-for-performance (PFP) perception and pay level satisfaction on work attitudes (job satisfaction, turnover intention and affective commitment) and extra-role behaviors (discretionary effort and interpersonal helping), and further, how three aspects of conditional factors – intrinsic motivation, leader–member exchange (LMX) and perceived organizational support (POS) – moderate the main-effect relationships.Design/methodology/approachThe study was conducted at a Chinese private-owned company in the beauty industry, and a survey was conducted with the frontline employees in each office, asking information about their perceptions and attitudes toward the PFP scheme implemented in the company, work attitudes and performance, individual characteristics and their perceptions of group and organizational characteristics.FindingsResults show that PFP perception and pay level satisfaction are significant predictors of work attitudes and extra-role behaviors. Further, depending on the specific work outcome examined, the three conditioning factors are found to strengthen the hypothesized main-effect relationships. The findings of the study have important theoretical and practical implications for the implementation of PFP schemes in organizations.Originality/valueThe findings contribute to the scholarship on PFP schemes in two ways. First, the findings show that PFP perception and pay level satisfaction are important for understanding employee work attitudes and extra-role behaviors. Second, the investigation of the moderating roles that intrinsic motivation, LMX and POS play in the relationships of PFP perception and pay level satisfaction with the work outcomes provides evidence to the limited understanding about the conditions that may strengthen or weaken the effectiveness of PFP schemes.

MODEL OF IMPROVING PERFORMANCE MANAGEMENT PRACTICE BASED EMPLOYEE PERFORMANCE MEDIATED BY EMPLOYEE WORK ATTITUDE

The present study intended to test a model in which performance management practice and Islamic� values� predict� work� attitude� and employee performance. A total of 100 respondents completed questionnaires on performance management practice, employee work attitude, Islamic values, and employee performance. The results from structural� equation� modeling� based� smartPLS� 3.0� confirmed that 1) performance management practice is positively related to work attitude and employee performance; 2) work attitude is positively related to employee performance; and 3) Islamic values moderates the relationships between work attitude and employee performance. Keywords : Performance management practice, Work attitude, Islamic values, Employee performance

The effects of diversity climate on the work attitudes of refugee employees: The mediating role of psychological capital and moderating role of ethnic identity

This article examines the psychological processes through which diversity climate influences the work attitudes of refugee employees in Australia, and the conditional effects of ethnic identity on the relationship between diversity climate and work attitudes. Drawing on survey data from 135 refugees in employment in Australia, diversity climate was found to positively influence the affective organizational commitment of refugee employees through enhancing their psychological capital. The influence of diversity climate on both affective organizational commitment and turnover intentions through psychological capital was also found to be stronger when employees identify more with their ethnic group (ethnic identity). These findings are consistent with the predictions of conservation of resources theory (COR) and rejection sensitivity theory.

Pengaruh Motivasi Dan Disiplin Terhadap Efektivitas Kerja Pegawai Pada Kantor Kecamatan Ciputat Kota Tangerang Selatan

The key success of Indonesia national development was the achievement of the society welfare as a whole. To achieve the goals, the Government must create the effectiveness in its activity process through the construction of one of its employees. From the result, there are still employees who do not come on time, and do not complete the work targets which have been set out in the work program due to lack of effective employment.This research aims to examine the problem of employee work effectiveness that is influenced by motivation and discipline shown by the implementation of good work, work attitude, and skill level of employees in Ciputat Sub-district office, South Tangerang City. This type of research used is descriptive research with the sample number of 35 people were taken by random sampling. The type of data used consists of primary and secondary data, by library research data collection tool, observation, interview, and questionnaire. Data were analyzed usingboth of qualitative analysis method and quantitative analysis. For statistical analysis use the Statistical Program for Social Sciences (SPSS) Release 20.0. Based on thetable of One-Sample Kolmogorov-Smirnov Test can be explained that the variabledata of discipline (X1), motivation (X2), and performance (Y) can be said normal.The heteroskedasticity test can be concluded that there is no heteroscedasticity in the regression model. The multicollinearity test concluded that there is multicollinearity among independent variables in the regression model. Since all variables have tolerance values > 0.10 and VIF values < 10, and is therefore in accordance with the assumption. The results of this research can be concluded:There is a significant effect between motivation on employee work effectiveness of in the Office of Ciputat Sub-District TangerangCity. This is explained from the equal result Ŷ = 24,610 + 0,237 X1 and significant test of correlation coefficient obtained thitung> ttable (2,593> 2,036). (2) There is a significant influence between the discipline on the effectiveness of employees in Ciputat District Office Tangerang City. This is explained from the equal result Ŷ = 24,610 + 0,497 X2 and significant test of correlation coefficient obtained thitung> ttabel (6,596 > 2,036). (3) There is a significant influence between motivation and discipline together towards the effectiveness of employees in the District Office Ciputat Kota Tangerang. This is explained from the the equal result Ŷ = 24,610 + 0,237 X1 + 0,497 X2 and significant test of correlation coefficient obtained Fhitung > Ftabel (22,553> 3,30)

The influence factors of job satisfaction and its relationship with turnover intention: Taking early-career employees as an example

<p>Job satisfaction of early-career employees has a significant effect on employee work behavior and work attitude. This study investigated the influence factors of job satisfaction and its relationship with turnover intention. Early-career employees were selected as the research subject. Questionnaires were distributed and the stratified random sampling method was used to analyze the 418 samples collected. The dimensions of job satisfaction were analyzed by exploratory factor analysis and confirmatory factor analysis, and a structural equation model was constructed to discuss the relationship between job satisfaction and turnover intention. First, for early-career employees, job satisfaction as a higher order factor consists of 6 first-order factors; personal growth’s influence on job satisfaction is the greatest, with a path coefficient reaching .918. Next come salary and welfare, work itself, interpersonal relationships and leader behavior. Additionally, job competency has a minimal effect on job satisfaction; its path coefficient is only .214. Second, job satisfaction has a significantly negative effect on turnover intention, indicating that the job satisfaction structure of early-career employees has its unique characteristics because they focus more on personal growth and development space. Through improving job satisfaction, turnover behavior of early-career employees can be effectively controlled.</p>

The impact of people management: Employees’ satisfaction role in predicting financial performance

The purpose of the paper is to explore the impact of employees work attitudes on firm performance. Current studies focus on the impact of Human Resource Management practices whereas we suggest that...

Diversity‐related employee attitudes and perceptions in Bangladesh: A case study on the Bangladesh Rural Advancement Committee

Bangladesh is perceived as homogenous, often resulting in hidden discrimination for those considered to belong to minority groups. Little research has been conducted on the characteristics of diversity as predictors of work attitude and behavior in relation to organizational commitment and job performance in Bangladesh. This study examines conditions in a leading international, non‐governmental development organization, the Bangladesh Rural Advancement Committee (BRAC). The purpose of this study is to explore employees' perceptions and work attitudes and how these relate to organizational commitment and job performance. A phenomenological research strategy was used to understand the unique culture of Bangladesh and workplace diversity at BRAC. Data was collected through in‐depth interviews with BRAC employees currently working in the head office, using a purposive, convenient sampling method. Both positive and negative feelings and perceptions were revealed: positive factors include gender sensitivity in the workplace, positive organizational support, organizational goodwill, organizational culture, and longer tenure and seniority; negative factors include job insecurity, dissatisfaction with salary grades and gaps, promotions, and issues pertaining to disabilities, ethnicity, and supervisors' evaluations. These results have implications for organizational and governmental policy.

Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes

Despite the acknowledged importance of knowledge management (KM), many employees avoid practicing KM at the individual level. This avoidance often leads to loss of the intellectual capital due to employee turnover. Many potential behavioural remedies are still untapped in the existing literature. This study extends the construct of knowledge oriented leadership (KOL) and examines its role in predicting KM behaviour among employees of the hospitality sector, at the individual level. It also investigates the mediating effect of employee work attitudes including affective commitment, creative self-efficacy and work engagement, by using partial least square for structure equation modelling. This study finds that KOL positively affects KM behaviour, affective commitment, creative self-efficacy and employee work engagement. Work attitudes (affective commitment, creative self-efficacy, work engagement) mediate the relationship of KOL and KM behaviour. Furthermore the direct positive effect of employee affective commitment, creative self-efficacy and work engagement on KM behaviour is also significant. This study contributes to the body of knowledge by extending the construct of KOL, and by investigating the connection between KOL, work attitudes, and KM behaviour among hospitality employees, at the individual level.

Do Emotional Intelligence & Organizational Politics Influence the Employee Work Behaviors and Attitudes? Mediating Role of Political Skill

Do Emotional Intelligence & Organizational Politics Influence the Employee Work Behaviors and Attitudes? Mediating Role of Political Skill

Do Emotional Intelligence & Organizational Politics Influence the Employee Work Behaviors and Attitudes? Mediating Role of Political Skill

ABSTRACT Employees are contemplated as an indispensable pillar of the organization. Their attitudes and behaviors at the workplace have a drastic effect on organizational performance and success. Employees' emotional intelligence and political skill at the workplace have immense importance in shaping their behaviors and attitudes. On the other hand, behaviors and attitudes plummet towards negativity in the politically polluted environment in the organization. To investigate the impact of emotional intelligence and perception of organizational politics on employees' behaviors and attitudes through the mediation of political skill, the current study collected data from employees of the banking sector of Pakistan. The data were collected through questionnaires by applying non-probability convenient sampling technique. Confirmatory factor analysis (CFA) and structure equation modeling (SEM) techniques have been used for statistical analysis. The results revealed the positive interplay of emotional intelligence with behaviors and attitudes. Further, results also indicated a negative association of perception of organizational politics with behaviors and attitudes. In addition, the findings depicted that political skill mediates the relationship of emotional intelligence with behaviors and attitudes. Similarly, political skill also mediates the interplay of perception of organizational politics with behaviors and attitudes. The scant research attention had been given to explore the mediating role of political skill among these variables and present study addressed this gap. The significance of the study was provided at the end. The limitations were also delineated which followed directions for future research. Keyywords: Emotional intelligence; organizational politics; political skill; employee behaviors; and attitudes

Procedural Justice, Organizational Trust, Organizational Identification dan Pengaruhnya pada Employee Engagement

Employee engagement in the workplace is very important, especially for the organizational competitive advantage. Workplace procedural justice is an important motivator for employee work attitude and performance. Employee engagement in the workplace can be built through procedural justice, organizational trust and organizational Identification. This research is an explanatory research that will explain the causal relationship between variables or through hypothesis testing. The sample in this study was collected through 100 respondents. The criteria of the selected respondents were the ones that working in the production division, since production division is the core of industrial companies. The sampling technique in this study used Partial Least Square. The results of this study supports that organizational trust and organizational identification as mediator the relationship of procedural justice and employee engagement

Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana

Purpose Combining insights from the social exchange and signalling theories, the purpose of this paper is twofold: first, to investigate the relationship between talent management (TM) practices and four dimensions of talented employees’ performance; and, second, to examine the mediating role of job satisfaction and affective commitment on this relationship in the Ghanaian banking context. Design/methodology/approach Structural equation modelling was used to survey data from 232 employees who are part of a talent pool in the Ghanaian banking sector. Findings The findings of this paper showed that TM practices increase positive talented employee performance of task, contextual and adaptive, whereas it reduces counterproductive behaviours. Second, talented employee work attitudes of job satisfaction and affective commitment partially mediate the relationship between TM practices and four dimensions of talented employees’ performance. Research limitations/implications This study used cross-sectional data; hence, conclusions regarding causality cannot be made. Practical implications Management and organisations implementing and intending to implement TM practices should implement and invest in TM practices that will trigger employee work attitudes to achieve full employee performance. Originality/value This paper advances the literature by exploring the relationship between TM practices and four dimensions of talented employees’ performance.

Study on Relationship Between the Self-evaluation of Qualification and the Work Attitude of Post-80s Generation Employees: Case of Cameroon-Yaoundé

In Cameroon because of high rate of jobless of youths, the post-80s generation has gradually become the most representative group in the labor market. It has a good level of education, aspires to better live, and it’s the largest group in the majority enterprises; which creates challenges for human resource management in companies. In this article, will be discussed the relationship between self-evaluation of qualification and work attitude of post 80s generation to help companies to establish appropriate measures to manage the post-80s generation in Cameroon in general and in Yaounde (capital) in particular. For our purposes, a survey of a workforce of 210 employees distributed between 116 men and 94 women will be conducted. Firstly we tried to analyze the correlation between self-evaluation of qualification and the work attitude using our survey results. Secondly we got out a conclusion on relationship between the self-evaluation of qualification and the work attitude of post 80s generation employees in Cameroon. And at the end we suggested some strategies to implement for a good management of the post-80s generation employees in companies in Yaounde and in Cameroon.

The interaction between supportive and unsupportive manager behaviors on employee work attitudes

Purpose The purpose of this paper is to use social exchange theory (SET) to examine a model where supportive and unsupportive manager behaviors (SMB and UMB) interact to predict employees’ engagement, job satisfaction and turnover intention. Design/methodology/approach A cross-sectional online survey collected data from 252 UK-based employees of a global data management company. Findings Factor analysis confirmed manager behaviors to consist of two constructs: supportive and unsupportive behaviors. Structural equation modeling indicated SMB predicted job satisfaction and turnover intentions, but not engagement. Job satisfaction, but not engagement, mediated the SMB-turnover intention relationship. UMB only predicted job dissatisfaction. Neither job satisfaction nor engagement mediated the UMB-turnover intention relationship. UMB undermined the positive relationship between SMB and turnover intention. Practical implications The behaviors assessed can be integrated into various stages of a manager’s development process to serve as guidelines of good practice. Crucially, findings suggest managers can exhibit both supportive and unsupportive behaviors, and that consistency in behaviors is important. The study also provides evidence that supportive managers can help reduce turnover intention through job satisfaction. Originality/value SET was used as a framework for SMB, UMB and engagement. To the authors’ knowledge this is the first study to examine the interaction between SMB and UMB.

Servant Versus Authentic Leadership

This study compares the effectiveness of servant versus authentic leadership in hospitality firms by examining relationships with group-level trust and individual-level work outcomes (i.e., organizational commitment, work engagement, and work performance), and their influencing mechanisms through trust climate. Using two-wave data from 1,132 employee–supervisor pairs from 80 departments in 16 star-level hotels in China, we find that these two forms of leadership have positive effects on group trust climate and employee work outcomes; however, the magnitudes and paths of their effects are distinct. In comparison with authentic leadership, servant leadership has a more significant effect on creating a trust climate and a more direct effect regarding increasing employees’ positive work attitudes (i.e., organizational commitment and work engagement), ultimately influencing work performance. This study also demonstrates the importance of group trust climate in relationships between group-level leadership and individual-level employee work attitudes and performance. These findings extend the scope of servant and authentic leadership research, and advocate servant leadership in the hospitality industry.