Job Attitudes Research Articles

The relationship between presenteeism and job satisfaction: A mediated moderation model using work engagement and perceived organizational support

Research on presenteeism has largely focused on its prevalence, determinants and consequences on the health of both employees and organizations. To date, few studies have examined the influence of presenteeism on workers’ attitudinal and motivational responses. Based on the Effort–Recovery Theory, this study evaluates the mediating effect of work engagement in the relationship between presenteeism and job satisfaction. Building on previous work, this study also proposes to consider perceived organizational support as a moderator of the work engagement–job satisfaction relationship. Presented in the form of a mediated moderation model, the results of bootstrapped regression analyses show three main results. First, presenteeism is negatively associated with work engagement and job satisfaction. Secondly, work engagement is one of the factors through which presenteeism influences job satisfaction. Thirdly, perceived organizational support moderates the association between work engagement and job satisfaction so that, at a low level of work engagement, feeling supported by the organization makes a difference on job satisfaction. Overall, this research is part of the limited number of studies that have focused on the interplay existing between presenteeism and its consequences in terms of job attitudes.

EMPLOYEE RETENTION STRATEGIES AND NORMATIVE COMMITMENT OF ACADEMICS IN SELECTED PRIVATE UNIVERSITIES IN OGUN STATE, NIGERIA

Tertiary educational institutions are facing a huge challenge in terms of retaining skilled human resource capacity, which has a debilitating effect on its ability to make strides in the areas of socio-economic and political development. The need for qualified academic staff in Nigerian tertiary institutions of learning is on the increase, while, majority of the tertiary institutions in Nigeria are experiencing dearth of teaching personnel due to poor remuneration, low motivation, low job satisfaction and lack of organisational commitment amongst the lecturers, which have created negative job attitudes and poor organisational commitment. This study therefore investigated the influence of employee retention strategies on normative commitment of academics in selected private universities in Ogun state, Nigeria. Survey research design was adopted for the study. The population comprised 1,842 academics in the private universities (Covenant, McPherson, Babcock, Bells, Crawford and Crescent universities). Through a multiple sampling technique, 589 out of 1842 were sampled for the study. Data were analyzed using both descriptive, as well as inferential statistics. Findings revealed that employee retention strategies had a significant effect on the normative commitment of academics in selected private universities in Ogun state, Nigeria (R2 = 0.638, t = 169.039, p<.05). The study recommends among others that private universities should take into consideration the retention factors which impact on the employees’ commitment to the institution and improve on them so as to curb employees’ desires to leave the organisation.

An employee perspective of human resource development practices in the public sector: the role of organizational and supervisor support

This article adopts an employee-level perspective, which is currently lacking in the public sector literature, and responds to the call for additional research concerning factors that affect public employees’ job attitudes and work behaviours. Based on a survey of civil servants, this study explored the antecedents and outcomes of perceived investment in employee development. Our research demonstrates the significant role of organizational support on employees’ perceptions of development. Furthermore, supervisor support mediated the relationship between organizational support and perceived investment in employee development. This finding sheds light on the role of supervisors as agents who represent or personify the organization. Also, consistent with the job demands–resources model and social exchange theory, we indicate that public employees within a workplace that provides substantial training and developmental incentives are more likely to report greater levels of organizational commitment and organizational citizenship behaviour. Perceived investment in employee development was found to act as an important mediator between the relationships of organizational support and employees’ outcomes, and supervisor support and employees’ outcomes. Points for practitioners When human resources budgets are increasingly restricted, non-monetary motivators can be a feasible alternative to high-cost financial rewards. It is suggested that not only will employee development practices benefit public organizations in terms of better-trained and better-qualified employees, but employees’ perceptions of organizations’ investments in employee development also create a felt obligation among public employees to reciprocate with positive job attitudes and work behaviours.

A Meta-Analytic Study on the Relationships of Person-Supervisor Fit with Job Attitudes and Behaviors

This study conducted meta-analyses of 26 Korean studies in order to examine the relationships of person-supervisor (P-S) fit with job attitudes and behaviors. Job attitudes included job satisfaction (k = 11), affective organizational commitment (k = 10), and turnover intention (k = 8). Work behaviors included organizational citizenship behaviors (OCBs, k = 11). The results showed strong positive relationships of P-S fit with job satisfaction, affective commitment, and OCBs. Also, P-S fit had a moderate negative relationship with turnover intention. Survey methods (online versus paper), publication sources, and sub-dimensions of outcome measurements were hypothesized as moderators with specific directions. Types of organization (private versus public) and types of industry (service versus non-service) were explored as moderators. The results indicated that the effect sizes were larger in online surveys (in case of OCBs) and journal publications than in paper surveys and dissertations, respectively. Regarding measurement dimensions, P-S fit showed stronger relationships with OCB-I than with OCB-O. We found that types of organization and types of industry could also function as moderators. This study contributes to the literature on P-S fit, which has been paid less attention to than other dimensions of person-environment fit, by demonstrating its importance. Limitations of the current study, future research directions, and implications of the results were further discussed.

The Effects of Emotional Labor of Workers in Elderly Nursing Home on their Job Attitude

The Effects of Emotional Labor of Workers in Elderly Nursing Home on their Job Attitude

Challenge-Hindrance Stressors and Job Attitudes: Moderating Role of Leader-Member Exchange

The study aims to comprehend the framework of challenge-hindrance stressors and examine the role of Leader-Member Exchange (LMX) between challenge-hindrance stressors and its outcomes (job satisfaction and turnover intention) in Pakistan. Data was collected from a sample of 253 employees working in Pakistani organizations. The model was tested by employing regression and correlation analysis. The findings show a positive association of challenge stressors with job satisfaction and LMX (whereas the insignificant relationship with turnover intention. On the other side showed a positive association of hindrance stressors with TI and an insignificant relationship with JS and LMX. Most importantly, the results supported the moderating role of LMX between challenge stressors and job satisfaction. The dissertation was a cross-sectional study; in the future different time lags or longitudinal analyses should be done to avoid ambiguity in results. Further, the uni dimensional scale was used for LMX; in future studies, the multidimensional scale can be used. This study provides the basis for further research in exploring the moderating role of LMX between challenge-hindrance stressors with different outcomes. The study can be used for leaders to better understand the relationship of the leader with its members and how to handle challenge and hindrance stressors facing employees at the workplace.

Data on work-related consequences of COVID-19 pandemic for employees across Europe.

The COVID-19 pandemic influenced the work of employees across all continents. This article presents raw data that may be used to describe how the pandemic affected the work of employees in four European countries and how it influenced their job attitudes, feelings and work performance. In total, 726 respondents from Germany, the Czech Republic, Slovakia and Italy filled out an extensive online survey and provided information about changes in their workload, work difficulty, income, social contact, work from home, task performance and organizational commitment during the pandemic, and about the risk of being infected by COVID-19 during their workday. The employees also reported their actual work performance, organizational commitment, job satisfaction, intention to leave and irritation in the time of the pandemic. To reveal factors that might help employees cope with pandemic, the respondents filled out established questionnaires measuring servant leadership of their supervisor, perceived organizational support, social support provided by colleagues, their own occupational self-efficacy, resilience, job crafting and readiness for change. The data is unique as it was collected in a specific situation during the pandemic, when the work of employees was affected by security measures and lockdown introduced by governments in countries where they worked.

Is business performance linked to organizational culture? A study from Tunisian SMEs through subjective measures

PurposeEvery independent organization would sincerely like to have competent, loyal and engaged people, as engaged persons are typically those who have significant attachment and active involvement in their organization. Without engaging people, high quality and productivity will not be achieved. The purpose of this study is to explore the impact of organizational culture derived from Tunisian customs of firm performance. Tunisian subcultures may not be represented in the national culture.Design/methodology/approachThis study carefully examines the impact of organizational culture on firm performance of Tunisian small and medium-sized enterprises. Results from 100 organizations and companies were collected using questionnaires for data collection analysis from employees occupying various positions in different hierarchical levels. Statistics used are tested by ordinary least squared regression. Furthermore, response bias, validity and reliability were the most important points examined by researchers.FindingsThese results reveal and confirm that the charisma that has been perceived by employees as energy state has an impact on the performance of the organization, regardless of the moderating effect of the uncertainty of the environment. Moreover, this study also showed that organizational culture has a significant effect on firm performance as well as on the interpretation of the organization, which depends on charisma.Originality/valueThe implication is that even in a country with many subcultures, excellent management still needs to pay attention to the impact of national culture at the organizational level on job attitude, work ethics and employee engagement, which are however, very limited. It is expected that this finding can contribute to the organization in that management becomes aware of the personality of the employees during their recruitments, especially the chief characteristic of being energetic. Managers need to create a conductive and rewarding environment for individuals to contribute positively.

The Transition to Catch Shares Management in the West Coast Groundfish Trawl Fishery: changing Job Attitudes and Adjusting Fishing Participation Plans

Management of fisheries worldwide is increasingly shifting toward catch shares. The West Coast groundfish trawl fishery transitioned to catch shares management in 2011. We use a multi-year dataset from the Pacific Coast Groundfish Social Survey to explore how fishermen’s job attitudes have changed in relation to catch shares management, and the influence this may have on fishing participation decisions. Using generalized linear mixed models, we found that job satisfaction has not significantly changed, whereas job stability and pay satisfaction have improved. We found that job stability, among other demographic items, is related to fishermen’s participation plans in the groundfish fishery. The five-year period following catch shares implementation can be characterized by elevated levels of fishing participation change as fishermen cope with the uncertainty of a new program, and adjust to changes within the fishery—results which may relate to experiences of fishermen in other fisheries transitioning to catch shares.

Job Attitudes: A Meta-Analytic Review and the Creation of a Temporal Theoretical Framework

Given the importance and popularity of employee job attitudes in the academic and popular press, there has been a great deal of construct and theory proliferation in the job attitudes literature. Such growth in the number of job attitudes raises concerns about the potential of construct redundancy. The present review investigated redundancy among seven common job attitudes (organizational commitment, perceived organizational support, job involvement, job satisfaction, job engagement, procedural justice, and distributive justice). Using a set of three primary studies and one meta-analytic study (147 job attitude effect sizes; total k = 6,530; total n = 3,386,552), our results suggest that true redundancy among job attitudes is not a major concern. Most relations among attitudes fall into the ??=.40 to?.60 range. Yet, the findings illustrate that some attitudes are more valuable in predicting key employee outcomes than others. For example, distributive justice explains only an additional 2% of the variance in performance above job satisfaction, the dominant job attitude predictor. We contribute to the literature on job attitudes by advancing a temporal theoretical model that represents a different way of looking at job attitudes based on the results. Individuals bracket their work experiences, which vary in lengths of time; understanding these time periods may help to identify the nuances of job attitudes. Finally, the current review also serves as a job attitudes primer with definitions, applicable theoretical frameworks, scales and items, and empirical relationships between job attitudes and key constructs provided.

What’s With the Attitude? Job Attitude–Interpretation Model of Manager Perceptions

Most studies in management and leadership emphasize that organizational members’ job attitudes are influenced by their perceptions of managerial support and expectations. In this study, we draw on cognitive dissonance theory and studies on the dispositional nature of job satisfaction to depart from the traditional perspective of seeing job satisfaction primarily as an attitudinal response to manager perceptions. Specifically, our proposed model suggests that job satisfaction functions as a relatively stable attitudinal lens through which employees interpret their managers’ behaviors. Using a two-wave panel design, we tested our model with a sample collected from 638 individuals working across 34 organizations in Finland. Consistent with our predictions, the results showed that job satisfaction is an important determinant, rather than an outcome, of employees’ manager perceptions. Implications of this study provide important insights into the study of leadership and the role of attitudes in organizational processes.

Coping with Interpersonal Stressors: A Meta-Analysis

This meta-analysis examines the coping strategies employees adopt to deal with interpersonal stressors and how these strategies in turn relate to work and personal outcomes. We refer to the newly established taxonomy of promotion- and prevention-focused coping and extend this framework from coping with challenge and hindrance stressors to coping with interpersonal stressors. The term interpersonal stressor is broad, capturing situations in which one or more coworkers intentionally harm or isolate another coworker, taxing his/her personal resources. Typical examples include bullying, abuse, incivility, harassment, social exclusion, and ostracism. To better illustrate the relationships among interpersonal stressors, coping, and work and individual outcomes, we tested two meta-analytic models. The first model was based on our original meta-analysis, which included those studies that explicitly indicated that coping strategies were adopted to deal with interpersonal stressors. In total, 88 effect sizes were drawn from 27,433 employees. The second model incorporated data from existing meta-analysis on coping with work stressors in general. Through treating challenge and hindrance stressors as exogenous variables and controlling for their influences, we tested the unique effects of interpersonal stressors. The results converge to show that interpersonal stressors evoke both promotion-focused and prevention-focused coping, and such self-regulatory coping strategies serve as important intervening mechanisms to explain the effects of interpersonal stressors on job performance, job attitude, physical well-being, and psychological well-being.

The Association of Organizational Justice with Job Satisfaction and Organizational Commitment among Nigerian Correctional Staff.

Correctional staff are a necessary and valuable resource for correctional institutions, in both Western and Nonwestern nations; however, studies of correctional staff in Nonwestern nations, particularly those in Africa, are lacking. Improving the job satisfaction and organizational commitment of these staff are imperative, as both of these job attitudes have been linked to many salient beneficial outcomes. Most of the existing empirical research on correctional staff organizational justice explores only the effects of procedural and distributive justice and ignores interpersonal justice. Additionally, there has been little research on how procedural, distributive, and interpersonal justice affect correctional staff in Nonwestern correctional organizations. The current study explored the effects of all three forms of organizational justice on the job satisfaction and organizational commitment of staff at a medium security prison in southeast Nigeria. Based on Ordinary Least Squares (OLS) regression, all three forms of justice had significant positive effects on commitment. Procedural and interpersonal justice had positive effects on job satisfaction, while distributive justice had nonsignificant effects. Correctional administrators need to be aware the importance of procedural, distributive, and interpersonal justice and attempt to improve perceptions of these organizational justice variables.

Motivation factors affecting the job attitude of medical doctors and the organizational performance of public hospitals in Warsaw, Poland

BackgroundThis paper examines the relationship between selected motivation factors that affect the attitude to work among medical doctors at public hospitals and the organizational performance of hospitals.MethodsThis study was based on World Health Organization questionnaires designed to estimate motivation factors according to Herzberg’s motivation theory and to measure the level of organizational performance of hospitals by using the McKinsey model. A survey was conducted among physicians (n = 249) with either surgical (operative) or nonsurgical (conservative) specialty in 22 departments/units of general public hospitals in Warsaw, Poland.The relationship between the chosen job motivation factors and organizational effectiveness was determined using Spearman’s rank correlation. Furthermore, 95% confidence intervals were calculated. The independent samples t-test was used to confirm statistically significant differences between the independent groups. Normality of the data was tested by the Kolmogorov–Smirnov test.ResultsThe survey revealed that motivation factors related to “quality and style of supervision” have the highest effect on the organizational performance of hospitals (Spearman’s rank correlation coefficient = 0.490; p < 0.001), whereas “performance feedback” has the lowest effect on organizational performance according to the surveyed healthcare professionals (54% of physicians).ConclusionThe principles of Individual Performance Review should be incorporated into strategies designed to improve the organizational performance of hospitals (with NHS serving as a potential role model) in order to establish specific rules on how to share performance feedback with individual physicians. The present study contributes to literature on human resource management in the healthcare sector and highlights the importance of nonfinancial aspects in improving the organizational performance of hospitals.

Studying the effects of future-oriented factors and turnover when threatened

PurposeThis study aims to examine the nascent stream of literature connecting grit and protean career orientation to job attitudes, turnover intentions and job embeddedness and how job insecurity moderates the aforementioned associations.Design/methodology/approachBased on the threat-rigidity hypothesis and self-determination theory, a series of hypotheses were developed and tested among 1,151 current employees in the hotel/lodging industry in the USA. Structural equation modeling was used to analyze the data and explain the results.FindingsJob insecurity played a key moderating role between the lower-order dimensions of grit and the outcome variables, but not with protean career orientation. Specifically, passion and perseverance were associated with job attitudes and turnover intentions differently, questioning the validity of grit as a higher-order construct.Originality/valueThe study explains how the lower-order dimensions of grit explain turnover and job embeddedness while also suggesting that the validity of grit as a higher-order construct needs to be further examined. The results of this study also may advise managers on how to recruit new hires that will remain with their organizations for the long run.

A Conceptual Framework on Influence of Transformational Leadership Styles on Job Attitudes

A Conceptual Framework on Influence of Transformational Leadership Styles on Job Attitudes

Getting a grip on the gripers: Curmudgeon personality's relationships with job attitudes and employee well-being

Some people are curmudgeons—they dislike most things. Individual differences in curmudgeon personality are assessed by having respondents provide evaluations of heterogeneous sets of everyday objects. Prior research has found that curmudgeon personality is distinct from more established personality traits and is related to various attitudes—particularly job and consumer attitudes. We extend that research by examining curmudgeon personality as a predictor of a broader set of job attitudes (i.e., job satisfaction, organizational satisfaction, affective commitment) and employee well-being variables (i.e., job-related affective well-being, life satisfaction, physical health) than has been examined within prior research. And whereas prior research has relied solely upon self-reports of criteria, we incorporate informant-reports of criteria to better explain the predictive validity of curmudgeon personality. Using 328 worker-informant pairs, we found that curmudgeon personality consistently predicted both self-reported and informant-reported criteria after the effects of more established personality traits (i.e., the Five Factor Model characteristics and trait affectivity) were controlled. These findings suggest that curmudgeon personality's may have important effects on the well-being of the person and these relationships are not simply the result of common-method bias. As such, curmudgeon personality may contribute unique insights into the dispositional basis of important outcomes.

Linking empowering leadership and job attitudes: the role of psychological empowerment

PurposeThe purpose of this study is to explore the impact of empowering leadership (EL) on work attitudes [job satisfaction (JS) and organizational commitment (OCOM)]. The effects of EL on these work attitudes were also analysed in terms of the mediating effects of psychological empowerment (PE).Design/methodology/approachA survey research methodology was adopted where responses were collected on relevant measures of the constructs from 431 middle-level executives from 12 Indian organizations.FindingsResults implied that EL enhanced the levels of JS and OCOM of employees. The results further indicated that EL was positively related to PE at the workplace. The findings also revealed that PE was positively related to these positive work attitudes. Moreover, strong indirect effects of EL were observed on these work attitudes through PE, implying that PE partially mediated the impact of between EL on JS and OCOM.Originality/valueThe findings of this study affirm the efficacy of EL and PE in predicting positive work attitudes in a different cultural milieu than the West –the Indian work context. Especially, by establishing a strong positive relationship between empowerment and JS, it contributes to the existing literature underlining inconsistent findings with regard to this relationship.

The impact of overeducation on job outcomes

The purpose of this study is to analyze the impact of overeducation on several job attitudes and outcomes. The study is based on cross-sectional survey data from 398 Saudis in the labor market. Drawing upon a person-job fit theory, two different self-assessments—direct self-assessment and indirect self-assessment—are used to examine how overeducation influences job satisfaction, organizational commitment, turnover intentions, and job performance. The results of the hierarchical regressions suggest that overeducation across the two measures is significantly negatively related to job satisfaction and organizational commitment, while significantly positively related to turnover intentions, even after controlling for different confounding variables. However, no significant impact was found for job performance. Furthermore, despite the slight differences in terms of the magnitudes of their effects, the two self-assessment measures of overeducation largely overlap and yield similar conclusions. These findings confirm that except for job performance, overeducation—as a form of person–job misfit—is an important predictor of job attitudes and outcomes. The current study extends the existing literature by providing comparative empirical evidence on the impact of overeducation in Saudi Arabia

INVESTIGATING THE EFFECT OF COACHING LEADERSHIP ON JOB AUTONOMY AND JOB COMMITMENT

Coaching skills not only meet the needs of members of the organization, is placed on growth and achievement in building capacity of members. This paper empirically investigated the effect of coaching leadership in the education section. This study is to construct the sub-dimensions(direction,development, accountability) of coaching leadership, job autonomy and job commitment. To accomplish the purpose of this study, we conducted a questionnaire survey of 230working members of the school in Gyeongnam province and Pusan in Korea, and collected 223cases and verified the hypotheses through SPSS and AMOS analysis with final data of 205. As a result, coaching leadership that constructs sub-dimensions of direction, development, and accountabilityhas a positive effect on job autonomy and job commitment, respectively. Besides, job autonomy has a significantly positive effect on job commitment. Consequently, we proved that coaching leadership is an important factor to affect job autonomy of members and organization effectiveness. This study showed that direction element, development and accountability of a principal influence the teachers’ job attitude in schools. These results suggested that coaching is a new and effective leadership style that influences members of school's attitude or organization effectiveness. Therefore, it is meant to provide an implication that coaching leadership should be exercised to raise the job autonomy and commitment of employees.