Employee Work Attitudes Research Articles

PEOPLE-RELATED TQM PRACTICES, INTRINSIC MOTIVATION AND QUALITY PERFORMANCE: EMPIRICAL STUDY IN SRI LANKAN APPAREL INDUSTRY

Total Quality Management (TQM) has been implemented in diverse industries globally, anticipating performance improvements. Among the plethora of research supporting the success of TQM, there are controversial reports claiming failures of TQM. Employee work attitudes arising as the immediate outcomes of TQM have been reported and have been conceptualised as mediators. The search for factors influencing failures of TQM has not been conclusive and there are certain contexts in which the phenomenon has not been tested. Furthermore, there is a paucity of studies relating to employee work attitudes and their mediating effect in TQM domain. This paper aims to determine the relationships between people-related TQM, intrinsic motivation and quality performance and the mediating effect of intrinsic motivation in the Sri Lankan apparel industry. Analysis of the data obtained from a sample of 566 machine operator employees using Structural Equation Modelling revealed that people-related TQM practices did not influence intrinsic motivation or quality performance. Intrinsic motivation did not exert any mediating effect in the study context. Among the PTQM practices, team work, training and employee involvement were significant drivers of intrinsic motivation and quality performance while top management commitment and employee empowerment were not. Article visualizations:

DO HIGH-PERFORMANCE WORK PRACTICES INDUCE INNOVATIVE WORK BEHAVIOUR? THE CASE OF THE QATARI BANKING SECTOR

Purpose: This paper presents results from an empirical study in the banking sector in Qatar on the impact of high-performance work practices (HPWPs) on employee’s innovative work behaviour (IWB). In particular, the study seeks to examine the impact of HPWP on employees work attitudes of job satisfaction and organisational commitment, and of the possible mediating link of employees’ attitudes (i.e., satisfaction and commitment) on HPWPs and IWB link.Methodology: Data were collected from employees about their perception of the use of HPWPs in their banks and about their level of satisfaction at work, their perceived commitment, and their innovative work behaviour. The sample included 150 employees working in different banks at Qatar.Findings: The findings suggest that HPWPs are positively related to job satisfaction, organisational commitment, and IWB. Also, the study provides support for the mediating effect of organisational commitment on the HPWPs and IWB link.Practical implications: When trying to inspire employees IWB through managerial practices (like HPWPs) in Qatari banks, management needs to pay attention to employees work related attitudes such as job satisfaction and organisational commitment.Limitations: The unique characteristics of the Qatari banks limits the generalizability of the study findings.Originality: This is the first study that explores the mediating role of job satisfaction and organisational commitment on HPWPs-IWB link after conducting a comprehensive PLS analysis. Moreover, the study provides evidence of this possible link in what is believed to be unique study setting.

Identifying Moderators in the Link Between Workplace Discrimination and Health/Well-Being.

The stress that arises from workplace discrimination can have a large impact on an employee’s work attitude, their work and life satisfaction, and oftentimes whether or not they stay in a job. Workplace discrimination can also have a considerable influence on employees’ short- and long-term health. However, less is known about the factors that might mitigate or exacerbate the effects of discrimination on health. The current study focused not only on the links between workplace discrimination and health, and but also on the effects of potential moderators of the discrimination-health link (i.e., perceived control, Big Five personality traits, optimism, and coworker/supervisor support). People with high neuroticism, high extraversion and high agreeableness were more negatively affected by workplace discrimination than those low on neuroticism, extraversion, and agreeableness. Perceived control was found to be a protective factor, such that those high in perceived control had fewer chronic illnesses in the context of high levels of workplace discrimination.

PENGARUH ETOS KERJA, KEPUASAN KERJA, SIKAP KERJA DAN MOTIVASI KERJA TERHADAP KINERJA PEGAWAI PADA KANTOR PELAYANAN PAJAK PRATAMA MEDAN POLONIA

The problems in this research are: How the influence of work ethic on employee performance at the Medan Polonia Tax Service Office, How the influence of job satisfaction on employee performance, How does the influence of work attitudes on employee performance, How does work motivation influence employee performance, How does work ethic influence, job satisfaction, work attitude and work motivation on employee performance at the Medan Polonia Primary Tax Service Office. The hypothesis proposed is: Work ethic has a positive and significant effect on employee performance at the Medan Polonia Tax Service Office, Job satisfaction has a positive and not significant effect on employee performance, work attitude has a positive and not significant effect on employee performance, work motivation has a positive and significant effect on employee performance, work ethic, job satisfaction, work attitude and work motivation have a positive and significant effect on employee performance at the Medan Polonia Tax Office. The study was conducted at the Medan Polonia Tax Office. Jalan Sukamulia No. 17-A, Medan-20151 with 92 research samples. Based on the analysis results obtained value of work ethic t = 2,900, while t-table with dk 92 (Appendix) of 1.66, then t count t-table thus partially there is a significant influence between work ethic on employee performance. Value of t Job satisfaction = 1.838, while t-table with dk 92 (Appendix) of 1.66, then t count t table thus partially there is a significant influence between Job satisfaction on employee performance, Value of t Attitude of work = 1,785, while t-table with dk 92 (Appendix) of 1.66, then t count t table thus partially there is a significant influence between work attitude on employee performance, t value of work motivation = 2.164, while t-table with dk 92 (Attachment ) equal to 1.66 then t arithmetic t table thus partially there is a significant influence between work motives on employee performance, F-calculated value of 110.718 while the value of F-table (Appendix) with the numerator dk 4 and the denominator 87 is equal to 2.48 where F-count F table (110.718 2.48) it can be stated that together (multiple) there is a positive and significant influence on work ethics, job satisfaction, work attitude and motivation on employee performance wai

High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate

While there is evidence that high performance work systems (HPWS) are related to positive employee attitudes, the underlying mechanism is not yet thoroughly understood. Similarly, though the benefits of employees’ psychological capital (PsyCap) in the workplace are well documented, little is known about the extent to which PsyCap stems from the context in which people work. Adopting a multi-level approach and using the ability-motivation-opportunity (AMO) framework and the conservation of resources (COR) theory as theoretical backdrop, we develop and test a moderated mediation model to explain how organization-level HPWS relate to individual employee work attitudes (job satisfaction and affective organizational commitment) that reflect well-being through the mediating mechanism of employees’ PsyCap. Analysis of multi-source data from 569 employees in 44 firms showed that HPWS were positively related to job satisfaction and affective commitment, and that these relationships were partially mediated by PsyCap. Furthermore, moderated path analysis revealed that an interactional justice climate strengthened the direct effect of HPWS on PsyCap and work attitudes as well as the indirect effects of HPWS on work attitudes. The theoretical and practical implications of these findings are discussed.

Managing Diversity for Organizational Efficiency

The article examined “managing diversity for organizational efficiency.” It sought to find out the extent to which diversity management influences organizational efficiency through the management of conflict, cultural diversity, and employees’ perception of marginalization as well as teamwork and employee work attitude. The survey design was employed. A sample of 178 respondents from nine multinational companies in south-south Nigeria was employed. Research data were analyzed using structural equation modeling, with diversity management and organizational efficiency serving as latent variables. The results show that the management of cultural diversity, employees’ perception of marginalization, and conflict significantly influences diversity management. Furthermore, diversity management and teamwork significantly influence organizational efficiency. The need for managers of diverse workforces to give priority to diversity management, to ensure its effective implementation, was suggested, among others.

Attracting and Retaining Young Workforce in Indonesia: Does Person-Organization (P-O) Fit Matter?

Rooted in the similarity−attraction−attrition paradigm, Cable and Judge’s framework has been one of the leading models in explaining Person−Organization fit. It associates perceived value congruence with employee work attitudes pre and post their entry. This study extends the model and findings by looking at the specific, underlying value dimensions that cause these effects. Drawing on a sample of 800 Indonesian jobseekers, I applied polynomial regression to test the model. Results showed that congruence between personal and organizational social responsibility value was the strongest and most consistent dimension predicting employee job satisfaction and organizational commitment.

People-Related TQM Practices, Organisational Culture, Organisational Justice and Employee Work-related Attitudes for Quality Performance: A Research Agenda

Total Quality Management (TQM), adopted by organizations to improve performance, has often been reported to have failed. This paper reviews people-related TQM practices, organizational culture, organizational justice, and employee work attitudes (job satisfaction, turnover intention, and job involvement) to gain further insights into implementing TQM to yield anticipated quality performance. Employee work-related attitudes are posited as mediators in the relationship between people- related TQM practices and quality performance. In a unique contribution, the paper conceptualizes the synergistic effect of people-related TQM practices and other people-related factors (organizational culture and organizational justice) as predictors of enhanced employee work-related attitudes and quality performance.

Attitudinal Effects of Ethical Work Climate: An Organizational Analysis

The past two decades have observed a growing research interest in understanding the impact of ethical organizational context on public employee work attitudes. This study contributes to this growing body of literature on the link between ethics and management by examining how public agencies’ level of ethical work climate (EWC) influences agency-level work motivation and turnover intention rate (measured separately as intention to transfer to another agency and intention to leave the federal government). An organizational-level analysis of federal government data shows that EWC is a critical element of a desirable workplace where employees are motivated to work hard. A federal agency's level of EWC is also associated with the agency's transfer intention rate, but not with the agency's rate of employees intending to leave the federal government. The paper discusses implications of the research findings and concludes by discussing its limitations and making suggestions for future research.

Narcissistic Leaders and Their Effect on Employee Work Attitudes

This study investigates the narcissistic tendencies of top leaders and immediate supervisors as perceived by organizational members. In a sample of 420 working adults (307 female, 112 male, and 1 other), an Exploratory Factor Analysis supported our hypothesis that employee perceptions of narcissistic tendencies coalesce into productive and non-productive factors. The impact of narcissistic tendencies on the work attitudes of job satisfaction and turnover intentions also were examined. The results show several meaningful effects of non-productive narcissistic tendencies on work attitudes but minimal effects of productive narcissistic tendencies on work attitudes. The findings also reveal that results vary by gender and position within the organization.

Role of Work Environment and Attitude of Employees for Experiencing Occupational Stress in Software Industry in India ? An Empirical Approach

Role of Work Environment and Attitude of Employees for Experiencing Occupational Stress in Software Industry in India ? An Empirical Approach

Ethical leadership and productive work attitudes among micro financial institutions in Ghana

PurposeEthical leadership wields a significant influence on productive work attitudes of employees. The relationship may partly be because of existing conditions in the organization. However, there is dearth of research on the impact that conditions in the organization affect work attitudes and other employee behaviours. Thus, the purpose of this study is to examine organizational climate as an explanatory mechanism for the relationship between ethical leadership and employees’ productive work attitudes (employee commitment, organizational citizenship behaviour).Design/methodology/approachThe researchers obtained responses from 150 employees working in micro financial institutions in the Greater Accra Region of Ghana. The cross-sectional survey design was used. The hypotheses of the study were analysed using regression analyses.FindingsFindings indicated a positive and significant relationship between ethical leadership and productive work attitudes (employee commitment, organizational citizenship behaviour). Hierarchical regression analyses revealed that organizational climate moderated the relationships between both ethical leadership – employee commitment and ethical leadership – organizational citizenship behaviours. Explicitly, ethical leadership produced the highest productive work attitudes when organizational climate was favourable for productive work attitudes.Originality/valueGenerally, this study highlights the prominence of organizational climate in understanding the influence of ethical leadership on employees’ work attitudes.

Mechanisms of Social Capital in Organizations: How Team Cognition Influences Employee Commitment and Engagement

While previous research has shown that organizational social capital benefits organizations and creates performance gains, most of this work examined this relationship at the macro level based on organizational aggregates. In this article, we study organizational social capital effects at the micro level, that is, its impact on important work-related attitudes of employees within organizations. We argue that individual perceptions of organization-wide social capital matter in determining employee attitudes such as engagement and commitment. We also point to the critical role of team cognition in shaping individual perceptions of social capital in organizations. Using an organizationally representative sample of nearly 1,200 individuals from two local government organizations in North Carolina, we find support for the indirect effect of team cognition on employee work attitudes. The findings suggest that a promising way to increase the social capital of organizations is through interventions at the team level.

Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes

AbstractThis article synthesizes public and private sector accumulated research regarding the relationship between job security and employee work attitudes (i.e., job satisfaction and organizational commitment). The present meta-analysis of 37 studies (including 45 independent samples) shows that the medium-sized associations between job security and each work attitude variables (i.e., job satisfaction and organizational commitment) were found, with true score correlations (ρ) of .327 for job satisfaction, and .253 for organizational commitment. These results highlight the significance of job security at the workplace, in shaping and enhancing attitudes of employee and job security is worth retaining in some form in the public sector, contrary to the logic of at-will employment. This meta-analysis findings also call attention to several important considerations for developing effective public job security policy.

Impact of “U.S. Veterans' Access, Choice and Accountability Act of 2014” on employee morale and work behavior: Does “creating an at‐will workplace” lead to better outcomes?

This study estimates the impact of job security rule changes on federal civilian employees' work attitudes and behavior (i.e., job satisfaction and turnover intention) by looking at recent U.S. Department of Veterans Affairs (VA)'s Veterans' Access, Choice and Accountability Act (VACAA) of 2014. The data for the analysis are derived from the 2010, 2011, 2013, 2014, and 2015 U.S. Federal Employee Viewpoint Surveys. A difference‐in‐differences quasiexperimental methodology was used to examine the effect of a job security rule change on VA employee job satisfaction and turnover intention. This study's results indicate that the overall effect of the introduction of a new job security rule at VA is a decrease of approximately 7 percentage points in employee job satisfaction and 8 percentage points in employee turnover intention, which are a substantial effect. This study contributes to both the theoretical and the empirical understanding of at‐will employment systems and public employee work morale and attitudes.

Person or Job? Change in Person‐Job Fit and Its Impact on Employee Work Attitudes over Time

AbstractFit is generally conceptualized as a dynamic construct, but most research on person‐environment fit has focused on fit in the current moment. We addressed this oversight by examining the dynamic relationships among person‐job (PJ) fit, demand‐ability (DA) fit, need‐supply (NS) fit, and employee work attitudes over time using a three‐wave survey design over a 12‐month period. Results from 168 employees revealed that change in PJ fit was significantly related to changes in job satisfaction and affective organizational commitment. In addition, DA and NS fit changes were significantly and indirectly associated with job satisfaction and commitment changes through PJ fit change. We also found that increases in job demands and employee abilities significantly decreased DA fit, and increases in employee needs significantly decreased NS fit whereas increases in job supplies significantly increased NS fit. Finally, we examined age as an important moderator for employees’ reactions to PJ fit changes, and found that younger employees reacted more strongly to increases/decreases in PJ fit than did older employees.

PERANAN PENDIDIKAN DAN PELATIHAN PEGAWAI DALAM PENGEMBANGAN INDUSTRI KECIL DAN MENENGAH PADA DINAS PERINDUSTRIAN, PERDAGANGAN, KOPERASI DAN UKM KABUPATEN KUTAI

The purpose of this study to describe and analyze the role of education and training in developing IKMs and explain the factors supporting and inhibiting at the Department of Industry, Pergadangan, Cooperatives and SMEs Kutai Barat. The research focused on the role of education and training of personnel in developing IKMs. This study is qualitative descriptive. Data was obtained through interviews, observation and document, and then analyzed using an interactive model. The results of the study explained that education and training can be increased knowledge, abilities, skills and work attitude of employees so instrumental in the development of IKMs include increased quality of programming development of IKMs, improve the effectiveness of programs, improve facilitation and improving product marketing IKMs, although the role of education and training has been applied with good but with limited results..Keyword: Education and Training, Civil Servants, IKM Development.

Work–Life Program Participation and Employee Work Attitudes: A Quasi-Experimental Analysis Using Matching Methods

Work–life programs (WLPs) have been widely adopted and implemented by public organizations as a means of providing employees with greater choices and flexibility in coordinating their work and personal lives. Although previous research has shown that these programs are positively related to various employee attitudes and behaviors, empirical evidence about whether and how such relationships vary by type of WLP is relatively scant. In this study, we categorize WLPs into two different types—work-oriented and life-oriented programs—and explore whether and how participating in distinct types of WLPs has varying impacts on employee work attitudes. A series of Mahalanobis distance matching is conducted using data from the 2011 Federal Employee Viewpoint Survey. The results indicate that the use of life-oriented programs has a positive and substantive impact on employee satisfaction and commitment, while the effect of participating in work-oriented programs is not statistically significant.

Work Attitudes Among Office Personnel at MSU-Iligan Institute of Technology, Iligan City Philippines

The skills, competencies, and attitudes of employees determine the success or failure of any organization. The attainment of the objectives of an organization is determined in terms of profit or advancement of status. Thus, when employees do not perform well, the productivity of the organization suffers. This is a correlation study which explores the work attitude of employees using the variables such as generation, length of service, academic achievement, and employment status. A work attitude questionnaire (α=0.856) composed of statements relating to the manifestation and consideration of attitudes, habits, and behaviors was utilized. A total of 147 participants were determined using the purposive-convenient sampling procedure. Major findings include that female millennials as the foremost office personnel in the Institute. Majority are permanent employees with college degrees and have been working for more than ten years. The work attitude of the participants was excellent for Generation X participants, Master’s degree holder, employed as casuals, and those who have been working for more than five years. There is a significant relationship which was found between the participants’ work attitude and the variables generation, academic achievement, length of service, and status of employment. With these findings, it is then deduced that the work attitude of the employees is affected with their status of employment, generation, academic achievement, and length of service. Thus it is recommended that office personnel must pursue higher education and the management should provide avenue for their scholastic development. It is also recommended that further studies be undertaken to explore work attitudes alongside the performance of the participants such as punctuality and output.

Effect of Ethical Leadership and Interactional Justice on Employee Work Attitudes

The purposes of the current study were to (a) examine the direct effects of ethical leadership on three employee work attitudes—affective organizational commitment (AC‐ORG), affective commitment to the supervisor (AC‐SUP), and job satisfaction and (b) explore the mediating roles of two types of interactional justice—interpersonal justice (IPJ) and informational justice (IFJ)—on the effects of ethical leadership and employee work attitudes. Data were collected from 862 participants and structural equation modeling (SEM) was employed for data analysis. The results indicated that ethical leadership had strong and direct effects on employee work attitudes. Moreover, the effects of ethical leadership on AC‐SUP and on job satisfaction were found to be partially mediated by IFJ, while IPJ was found to have no mediating role. These research findings demonstrate the importance of ethical leadership and IFJ to employees, leaders, and organizations. The research contributes substantial knowledge to the leadership field because it confirms the importance of ethics to leadership effectiveness.