Job Attitudes Research Articles

Exploring Job Attitudes among Junior High School Teachers in Technology and Livelihood Education: A Foundation for Teacher Development and Enhancement

This research aimed to gather information about the “Job Attitudes of Junior High School Teachers Teaching Technology and Livelihood Education”. The objectives of the study were to determine the job attitudes of Junior High School TLE Teacher; and to find out the significant differences in the job attitudes of Junior High School TLE Teachers when grouped according to age and school assignment. This research utilizes a descriptive survey method. There were thirty purposively selected Junior High School TLE Teachers in the municipality of Barotac Nuevo. The result revealed that the job attitudes of TLE Teacher was high. As to age 25-30, 31-40, and 41-50 years old, job attitudes towards organizational commitment revealed in all the variables same with the school assignment, in Jose Monfort Science High School, Salihid National and Barotac Nuevo National Comprehensive High School TLE teachers’ job attitudes towards organizational commitment were very high. There are no significant differences in the job attitudes of Junior High School TLE Teachers when grouped according to age and school assignment with p-value higher than the set of .05 alpha level of significant, which means the null hypothesis were accepted. The following are the suggested researchers retooling activities to be used to improve TLE teachers’ attitude towards their job: 1. providing feedback and support on remote learning, 2. facilitating communication and collaboration, and 3. identifying upskills within existing teacher competencies.

Corporate Social Responsibility and Service Innovation: Job Attitudes as a Mediator

This paper explores the relationship between Corporate Social Responsibility (CSR) and service innovation in Beijing’s hotel sector, emphasizing the mediating role of job attitudes. The study proposes that CSR initiatives not only enhance a hotel’s reputation but also significantly influence employee job satisfaction, organizational commitment, and engagement, which in turn drive service innovation. The framework suggests that positive job attitudes are crucial for leveraging CSR efforts to foster a culture of creativity and innovation in service delivery. Practical implications highlight the need for hotels to integrate CSR into their organizational culture and human resource management practices to maximize its impact on innovation. Future research directions include empirical testing of the model across different hotel segments and regions to further validate the mediating role of job attitudes in the CSR-innovation nexus.

Exploring work engagement of public sector employees during the COVID-19 pandemic, Namibia

Orientation: In Namibia, the public sector employs a majority of employees which contributes to significant economic growth and development of the country.Research purpose: This study investigated the association among job satisfaction, burnout and work engagement. This study explored if work engagement is experienced differently based on the biographical variables.Motivation for the study: Namibia aims to achieve the sustainable development goals (SDGs), Harambee Prosperity Plan (HPP) and National Development Goals. The state-owned enterprises are required to provide quality services to the nation through their employees. The health and well-being of these employees facilitate the productivity of these state-owned enterprises (SDGs 1, 2, 3, 8, 11 and 16).Research approach/design and method: A total of n = 130 public sector employees were randomly selected and responded to a questionnaire. The questionnaire included demographic questions, the Job Satisfaction Survey, the Maslach Burnout Inventory and the Utrecht Work Engagement Scale. Data analysis was performed through the Statistical Package for Social Sciences software to test the hypotheses of the study.Main findings: Positive relationships were found between job satisfaction, burnout and work engagement. Work engagement reported a positive relationship with burnout. Work engagement is experienced the same in relation to the biographical variables.Practical/managerial implications: The study suggests a constant evaluation of job attitudes, implementation of effective performance management systems, team building activities and implementation of workplace wellness programmes.Contribution/value-add: This study adds to the understanding of job satisfaction, burnout and work engagement within state-owned enterprises in Namibia.

War vs pandemic—investigating the type of extreme context as a moderator of extreme-context perception effects on work alienation and its organisational outcomes

With many organisations operating in challenging circumstances such as military conflicts and pandemics, a growing body of research has investigated the effects of extreme-context perceptions on job attitudes and organisational outcomes. While prior investigations focused on specific extreme contexts like warzones or pandemics, research has yet to examine whether different extreme contexts would have different intensities regarding shaping job attitudes and organisational outcomes. This study takes a unique approach to address this gap in the existing literature by exploring whether the type of extreme context (war vs pandemic) moderates extreme-context-perception effects on work alienation and subsequent job attitudes and organisational outcomes. Specifically, this study investigates the consequences of differentiated extreme contexts by using 668 valid responses from two samples: Sample 1 (N = 449), collected via snowball sampling during the Syrian civil war (2016-2019), and Sample 2 (N = 219), recruited using systematic random sampling from the Middle East during COVID-19 in 2021. Employing t-tests, Sample 1 in the wartime crisis reported higher levels of extreme-context perception, yet not quite as much worsened job satisfaction, but they had lower levels of alienation and job insecurity than those in health-crisis contexts. Using PLS-SEM, we found extreme-context perception heightened alienation, leading to increased job insecurity, decreased job satisfaction, and lower organisational citizenship behaviour (OCB) outcomes. Interestingly, some of these relationships were moderated by the extreme context type. Specifically, while no significant differences were found between the two contexts regarding the relationship between extreme context perception and alienation and between alienation and job insecurity, we found that extreme-context-driven alienation is more likely to damage job satisfaction and OCB in war zones than in pandemic contexts. These findings contribute to important matters of both theory and practice. They specifically expand existing theory by illustrating differentiated consequences of distinct types of extreme contexts to organisational and employee-related concerns. They also demonstrate the need to develop customised organisational strategies as well as policy responses to mitigate and/or capitalise on the effects of differentiated extreme contexts.

Cultivating flexibility: the relationship between flexible organizational values, participation climate, and job attitudes from an employee perspective

AbstractAdopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organizational culture values (clan and adhocracy values) and employees’ organizational commitment and readiness for change. Cross-sectional data was collected from 619 police employees and analyzed by a two-step structural equation modeling approach. The results supports participation climate as a mediator. Participation climate partially mediated the relationship between clan culture and organizational commitment, adhocracy culture and organizational commitment, and adhocracy culture and readiness for change. Full mediation was found for the relationship between clan culture and readiness for change. Theoretically, this study provides supporting evidence of a relationship between employees’ perceptions of flexible organizational values and a climate for participation, grounded in the notion that organizational climate is the surface level manifestation of organizational culture. Practically, the results offer valuable insight for leaders and organizations who seek knowledge on flexible values, participation climate, employee commitment and readiness for change.

Factors Affecting Internship Satisfaction among Tourism Majors: A Case Study

This study investigates the major factors affecting internship satisfaction among tourism majors and identifies the key elements that enhance it. Methods including Item-Objective Congruence (IOC), pilot testing, and Multiple Linear Regression (MLR) were used. The findings reveal that the working environment has the greatest impact on internship satisfaction, followed by job attitude and career expectations, while perceived supervisor support has an insignificant effect. The study concludes that fostering a positive job attitude, aligning internships with career expectations, and establishing a favorable working environment are crucial for enhancing internship satisfaction.

The Antecedents and Outcomes of Public Service Motivation: A Meta-Analysis Using the Job Demands-Resources Model.

Understanding what drives public service motivation and its impacts is crucial for improving public sector performance. This meta-analysis synthesized the antecedents and outcomes of public service motivation based on the job demands-resources (JD-R) model. Incorporating 177 studies and 179 independent samples, with a total of 319 effect sizes, the results indicated the following: (1) Job resources and personal resources were positively related to public service motivation, while hindrance demands were negatively related to it. (2) Public service motivation had a positive relationship with overall job attitudes, job satisfaction, organizational commitment, and work engagement. It also had a positive relationship with overall job performance, in-role performance, and extra-role performance. (3) In terms of the antecedents, individualism/collectivism moderated the relationship between job resources and public service motivation, as well as the relationship between hindrance demands and public service motivation. As for the outcomes, individualism/collectivism moderated the relationship between public service motivation and both job attitudes and job performance. This study contributes to a comprehensive understanding of the antecedents and outcomes of public service motivation, offering valuable insights for future research and serving as a reference for theory development and practical application.

Feel the Pressure? Normative Pressures as a Unifying Mechanism for Relational Antecedents of Employee Turnover

ABSTRACTRelational perspectives on turnover antecedents have gained momentum in recent years, highlighting three distinct relational forces underlying employees' turnover decisions—notably, job embeddedness, social capital, and turnover contagion. However, these distinct perspectives are typically examined independent of one another, with little theoretical integration or holistic understanding of the shared mechanisms through which these relational antecedents operate on turnover intentions and behavior. We propose a conceptual model integrating the three types of relational antecedents (specifying their unique effects), while positing normative pressures from work and nonwork relationships as a fundamental consideration underlying quit decisions that translates their effects on leaving. Our model tests find support for this common mediator, even when controlling for traditional mediating mechanisms (i.e., job attitudes and perceived alternatives). Our tests also include important cultural considerations, allowing for comparisons between national cultures in our sample of nearly 700 surveyed employees and their subsequent quit intentions and behaviors, spanning the USA, Hong Kong, and China. Our tests revealed that on‐ and off‐the‐job embeddedness reduces quit propensity while prospective colleague turnover boosts that propensity. Path analyses further determined that normative pressures predict quit propensity (beyond attitudes and alternatives), and that such pressures mediate how job embeddedness and prospective coworker turnover influence quit propensity. We tease apart these effects across national cultures and discuss theoretical and practical implications of our findings.

Perceptions of organization, job attitudes, challenges, and solutions among medical school administrative staff.

Staff is essential to the university's efficient administrative operations, which are critical for education, research, and service. Medical schools, often independent, need specialized administrative elements. This study explores how medical school staff perceives the organization using the Six-Box model and evaluates their perceived organizational support, job satisfaction, and organizational commitment based on the concept of job attitudes. This study employs a mixed-methods approach, integrating quantitative and qualitative data via a convergent parallel design. It simultaneously collects and analyzes data from a survey and consensus workshop for medical school staff. The survey data were statistically analyzed (IBM SPSS ver. 25.0; IBM Corp., USA), and the workshop discussions were subjected to content analysis. The findings combined provide a comprehensive understanding of the medical school administrative system. Quantitative analysis revealed purpose (3.80) as the highest-rated organizational perception and rewards (2.72) as the lowest. Similarly, job satisfaction was highest (3.63) in job attitudes, while perceived organizational support (2.96) was the lowest. Group differences were observed by gender, enrollment capacity, and contract type (p<0.05). In qualitative research, keywords appeared in relation to their experiences within the medical school organization, encompassing doctor training, emotional responses, administrative features, personal attributes, and cultural influences. Overload, faculty issues, and communication gaps are obstacles. Strategies for overcoming these challenges focus on improving staff treatment, resource allocation, training, and communication channels. This study was conducted to explore a broad understanding of the administration of medical schools. Findings suggest challenges with workload, communication, and organizational support. We propose a dedicated medical school administrative system, improved work conditions, and enhanced communication.

Work-life imbalance, burning out, feeling down, I will quit, but quietly – the case of hospitality employees

ABSTRACT Given the long and irregular working hours and low wages in the hospitality sector, employees often experience poor well-being and suffer from burnout. Instead of leaving their jobs, these employees engage in quiet quitting, which negatively impacts organizations. This study investigates the relationships between role conflicts, employee well-being, burnout, and quiet quitting among hospitality employees. The study was undertaken at hotels with different star ratings in Portugal. Data were collected from both frontline and backstage employees from different departments at the survey hotels, Structural equation modeling with Mplus was performed to analyze the data. The results indicate that role conflicts affect well-being and increase burnout, leading to quiet quitting. Furthermore, well-being and burnout mediate the relationship between role conflicts and quiet quitting, suggesting indirect effects of role conflicts. Gender and age also significantly influence these relationships. This study contributes to positive psychology and burnout research by evaluating an integrative model of role conflicts, well-being, and job-related outcomes. The findings offer practical insights for hospitality organizations to improve employees’ job attitudes and behaviors.

Electronic Monitoring at Work

Employers’ electronic monitoring of employees’ actions, also known as employee surveillance, has become a common phenomenon in contemporary workplaces, enabled by advancements in technology. This comprehensive review synthesizes current knowledge across multiple research streams regarding electronic monitoring. While the overall impact of monitoring on performance appears neutral, a small positive correlation can be observed with strain, and a small negative correlation can be observed with job attitudes. These modest effect sizes may stem from paradoxical effects that counterbalance each other, a phenomenon known as suppression. Moreover, these relationships are likely contingent upon various moderating factors, including individual traits, job characteristics, and national differences, particularly in legal regulations. To foster a more nuanced understanding of electronic monitoring's implications, future research should prioritize methodological rigor, embrace open science practices, and use validated measures and longitudinal designs. Additionally, adopting a process-oriented approach delineating the phases of decision-making, preparation, start, continuation, and discontinuation of electronic monitoring implementation could offer valuable insights.

Job Attitudes and Intrapreneurial Intention: The Moderating Role of Core Self-Evaluations

Job Attitudes and Intrapreneurial Intention: The Moderating Role of Core Self-Evaluations

Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality

PurposeResearchers have studied supervisors’ proactive personality in its relationship with employees’ attitudes. However, little attention has been given to how employees react to instances of supervisors’ proactive behavior. Drawing from P-E fit theory, we propose that the relationship between supervisor weekly taking charge behavior (TCB, the quintessential proactive behavior) and employees’ weekly job attitudes depends on employees’ proactive personality.Design/methodology/approachUtilizing a diary study, we investigate how employees’ proactive personality moderates the within-person relationship between supervisor TCB and employees’ attitudes (measured as job satisfaction and affective commitment). We surveyed 39 employees ten times over ten weeks.FindingsMulti-level analyses partially supported our predictions on the differential effects of weekly supervisor TCB on employees’ job attitudes. Supervisors’ above-average TCB was significantly related to higher levels of employees’ job satisfaction and marginally related to affective commitment for employees with high proactive personality, but not for those with low proactive personality. Supplemental analyses revealed that our results are unique to supervisor TCB and not to supervisor helping behavior.Originality/valueOur study is among the first to utilize a dynamic approach to understand the consequences of supervisors’ proactive work behavior in the context of P-E fit research. Our findings will open several fruitful avenues for future research that continue to understand the powerful effects of supervisors’ proactivity.

The indirect relationship between employee job performance and voluntary turnover: A meta-analysis

Employee turnover brings lots of negative effects on organizations. Researchers have investigated why employees quit their jobs and found job performance to be an important predictor. Previous studies have proposed potential mediators of the performance-turnover relationship from job attitudes, job alternatives, and job embeddedness perspectives. Nevertheless, they have failed to provide sufficient empirical support for these three paths and which of these three mediating mechanisms matters most. To address these questions, we used meta-analytic structural equation modeling (MASEM) to examine these three mediating mechanisms between job performance and voluntary turnover. Drawing on 299 independent samples (N = 524,740), we found that job performance had a negative impact on employee voluntary turnover through desirability of movement and turnover intention, through job embeddedness and turnover intention, and a positive impact through ease of movement and turnover intention. Among these three paths, desirability of movement had the strongest mediating effect, followed by job embeddedness and ease of movement. Theoretical and practical implications as well as future directions were discussed.

Function-Focused Care for Cognitive Impairment Training Among Formal Caregivers in Long-Term Care Facilities in Taiwan: A Cluster Randomized Controlled Trial.

To examine behavior changes among formal caregivers in Taiwanese long-term care facilities (LTCFs) after receiving training in function-focused care for cognitive impairment (FFC-CI). The current study was a clustered randomized controlled trial. Formal caregivers (i.e., RNs and nursing assistants) (N = 98) from four LTCFs were randomly assigned to experimental or control groups. Training was based on four components of FFC-CI. Data were collected four times within 9 months using five observational outcome measurements: Self-Efficacy for Restorative Care (SERCS), Outcome Expectations for Restorative Care Scale (OERCS), Restorative Care Knowledge Scale (RCKS), Restorative Care Behavior Checklist (RCBC), and Job Attitude Scale (JAS). Statistically significant changes were noted in each activity of restorative care behavior among the four observational measurements. Results also indicated that job satisfaction was a statistically significant main effect for the experimental group; however, SERCS, OERCS, and RCKS scores were not statistically significant. To eliminate gaps between translating research outcomes to clinical practice, this study applied a theory-based caring model for caregivers to improve knowledge and skills in caring for older adults with dementia. Caregivers who received training in FFC-CI not only had higher job satisfaction but could also provide specific FFC activities for residents during their daily care. [Journal of Gerontological Nursing, 50(7), 42-50.].

Impact of Training and Development, Corporate Entrepreneurship and Job Characteristic on Employee Retention through the Job attitude in Insurance Industry of Pakistan

Impact of Training and Development, Corporate Entrepreneurship and Job Characteristic on Employee Retention through the Job attitude in Insurance Industry of Pakistan

The Effect of Career Maturity on Career-Decision-making Via Departmental Satisfaction of College Students Studying Skincare

Purpose: This study investigated efficient operating measures apropos the effects of career decision-making on the professional maturity of college students majoring in skincare by ensuring departmental satisfaction.Methods: A literature review was performed and a questionnaire was designed to assess the career decisions and career maturity of college skincare students through the satisfaction of their department. Random sampling was used to select participants in South Korea. A total of 450 questionnaires were administered in September 2021, and the data obtained from 406 respondents were utilized for the final analyses. Factor evaluations and multiple regression analyses were conducted to examine the relationships between the variables.Results: Correlations were found between the career decisions and professional maturity of skincare students enrolled in college and work-related factors such as their job attitudes, recognition of duties, job prospects, career exploration, and information search. Personal factors of self-understanding, understanding aptitude, and career planning were also correlated to the career decisions and professional maturity of the study’s respondents.Conclusion: It is necessary to further improve students’ subjective satisfaction and peer relationships to obtain departmental satisfaction. Students must also engage in self-development, interview professors, and become familiar with the industry to enhance their career maturity and career-related decision-making.

Effects of job attitudes on withdrawal behaviors

The hotel industry, like other service sectors, faces significant challenge in managingwithdrawal behaviors, due to their substantial impact on performance andprofitability. This paper investigates the relationship between two job attitudes –organizational commitment and job involvement – and two withdrawal behaviors –absenteeism and intention to leave. The study utilized a random sample of 734 hotelemployees in Croatia. Logistic regression analysis was used to predict absenteeismand turnover intentions. Statistically significant negative relationships were foundbetween affective and normative commitment and absenteeism, as well as affective,normative and continuance commitment and turnover intentions. However, nosignificant effect was found between job involvement and absenteeism, although astrong and negative relationship exists between job involvement and turnoverintentions. Additionally, a positive relationship was identified between jobinvolvement and all components of organizational commitment. These findings canprovide a foundation for human resource management and decision-makingprocesses in the hotel industry, offering insights into employee attitudes, and can bea pushover in the creation of strategies to manage undesirable employee behaviors.

Casualization and Employee’s Job Attitudes in the Financial Sector

There has been a rise in the number of temporary jobs available in Nigeria, which has had a negative impact on worker productivity. It is becoming increasingly difficult to absorb workers into benefit programmes like social protection systems, and even if they are, the benefits that are made accessible to them are pitiful, due to the prevalence of casualization. The purpose of this research was to analyze the effect of casualization on GTCO employees' job attitudes. This study adopted descriptive research design. The target population of study comprised of Ten thousand and ten GTCO temporary and casual employees. Three hundred and eighty-four (384) temporary and casual employees were chosen with the help of purposive and snowball sampling techniques as the sample size. The hypotheses were tested using Pearson Correlation, and the data were analyzed using frequency and descriptive statistics. The results showed that workers' job commitment was lower when they were employed on a contract basis, that they were less satisfied when they were employed for a shorter period of time, and that they were more likely to leave their current job if they were on a temporary contract. The study concluded, among other things, that businesses should work toward making it easier for workers to transition from temporary to permanent positions following the legally mandated six (6) month trial term.

Enhancing Organizational Performance: Investigating the Intersection of Employees’ Job Outcomes and Workplace Environment

Work engagement, job involvement, and job satisfaction are pivotal in shaping employees’ job outcomes, which subsequently influence organizational performance. However, these critical factors are often deficient in Pakistan’s pharmaceutical industry, leading to suboptimal performance levels. This study delved into the relationship between job outcomes and organizational performance, with a particular focus on the mediating role of the workplace environment. An analysis of data from 240 employees across 52 pharmaceutical companies in Lahore, utilizing SPSS and Hayes’ PROCESS macro, revealed that job attitudes significantly impact performance, mediated by the workplace environment. The study identified management practices, effective communication, technology integration, feedback mechanisms, and resource empowerment as key drivers of improved performance. These findings offer valuable insights for policymakers aiming to enhance employee outcomes and boost organizational performance within the pharmaceutical sector.