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Handbook of Organizational Measurement
Abstract
Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.
... Retaining valuable workers is considered a necessary condition for sustainable competitiveness in enterprises (Vidal, Valle & Aragon, 2007;Shaw, 2014). While involuntary turnover is unavoidable, voluntary turnover may be reduced (Price, 1997). There is no consensus concerning the relationship between voluntary turnover and a company's performancestarting from arguments that voluntary turnover is associated with negative effects on the organisation (Hom & Griffeth, 1995;Glebbeek & Bax, 2004), through the belief that some scale of voluntary turnover may be beneficial for the company's performance, to the argument about the mitigating effect of voluntary turnover with an increase in its scale (Shaw, Gupta & Delery, 2005). ...
... Determinants of voluntary turnover are usually divided into environmental, individual and structural (organisational) (Price, 1997;Llorens & Stazyk, 2011). The environmental determinants cover internal (mainly organisational culture) and external (opportunity, labour market situation, and kinship responsibility) factors. ...
... Employees then evaluate the costs and benefits of these alternative jobs, and if the benefits of the jobs are greater than the costs, they decide to quit. Kinship responsibility, defined as the existence of obligations toward relatives living in the community (Price, 1997), is believed to produce less turnover. Having family live nearby produces a sense of obligations in the employees toward these people. ...
The paper elaborates on the drivers of voluntary labour turnover in Polish enterprises in the context of segmented labour markets. The data consist of primary CAWI survey results collected from 1000 companies operating in Poland. The ordered choice model is used to analyse the propensity of employees from different labour segments to leave an enterprise voluntarily. The study confirms neither the trap hypothesis nor the concept of compensating differentials. However, it reveals that structural factors are the main drivers of voluntary turnover (with a different impact depending on the labour segment). Additionally, the number of labour segments in the enterprise determines the frequency of voluntary resignations only for employees attached to the primary segment. Since the main drivers of voluntary turnover are related to a person's job satisfaction, this points to the role of HR and managerial practices in reducing the scale of voluntary resignations in companies. JEL Classification: J28, J42, C35
... The higher the level of commitment is, the greater the employee's commitment and responsibility to the work become [55]. On the other hand, when the organization has exemplary, trustworthy, and responsible leaders for employees, always emphasizing the human factor as the foundation for the organization's development strategy, the level of commitment to the organization, with work becoming strong [56]. Based on the level of employee commitment, Meyer and Allen [16] identified three manifestations of commitment: (1) Emotional commitment, the relationship between employees and leaders, between employees and members in the organization is built on a positive psychological atmosphere, moreover, work performance is constantly improved as well as efforts are recognized, thereby forming positive emotions, employees consider the organization is an irreplaceable part. ...
... Leadership style and employee commitment always exist in an organic relationship, even this has been experimentally verified in many different cultures [58], leadership style also contributes to employee satisfaction [45]. The leader uses a leadership style that suits the needs and creates a trust of the employees, maintaining the benefits means the employee's commitment to work will increase [56]. Experimentally, several studies have confirmed that the transformational leadership style has outstanding advantages over other leadership styles in creating and maintaining employee commitment continuity, thereby can improve and continuously improving leadership performance [59,60]. ...
Objectives: The objectives of this study were to explore the leadership styles of political school principals and the influence of leadership styles on faculty committees, as well as the influence of leadership styles on faculty-directed demographic variables. Methods/Analysis: This study uses a quantitative method to identify the leadership styles that exist in principals of political schools. The collected data is analyzed and processed in the Statistical Package for Social Sciences (SPSS) version 26.0. The available test of Avolio and Bass to explore leadership styles, the test developed by Meyer and Allen is used to measure faculty commitment. Findings: Transformative leadership styles, transactional leadership styles, and laissez-faire leadership styles all have statistically significant positive correlations with faculty commitment. Novelty/Improvement: The laissez-faire leadership style had the strongest influence on faculty commitment, followed by the transformational leadership style. The least influential leadership style was the transactional leadership style. When lecturers have confidence and initiative, being able to make their own decisions and implement them, they will be more creative to achieve leadership performance. The research results are only shown within the provincial political schools of Vietnam. Future studies may select a broader sample of subjects in many educational institutions of a different kind.
Doi: 10.28991/ESJ-2022-06-03-013
Full Text: PDF
... Procedural justice was assessed using seven items each, adapted from Niehoff and Moorman (1993) and Price and Mueller (1986). An example item for procedural justice was: "My university ensures that all employee concerns are taken into account before making job decisions." ...
The objective of this study is to examine the mediating effect of affective commitment on the association between procedural justice and academicians' turnover intention. The existing body of literature seems to have neglected the potential influence of affective commitment as a mediator in the relationship between procedural justice and academics' intention to leave their positions in higher education institutions. Consequently, this study emerges as a prominent investigation in its field, examining the relationship between procedural justice and turnover intention among academics, through the mediation of affective commitment. A total of 238 participants, consisting of academicians (lecturer, assistant professor, associate professor, and professor) from the five highest-ranked private universities in Bangladesh, were included in the data collection process using stratified random sampling technique. The PLS-SEM was utilized in order to examine and analyze the proposed hypotheses. The analysis revealed that procedural justice has a negative relationship with academicians' turnover intention and a significantly positive association with affective commitment. Additionally, the findings of the study indicate that the relationship between procedural justice and academicians' turnover intention is mediated by affective commitment. This study offers essential recommendations for organizations to improve affective commitment by promoting procedural justice, thereby mitigating the turnover intention among highly skilled academicians. Hence, the utilization of the research outputs could potentially result in improved employee outcomes and enhanced organizational productivity.
... According to Price (1997), the level of autonomy a company has over its surroundings is known as environmental control. For example, the autonomy of a normal government agency and a corporate firm varies substantially. ...
Background: Employee engagement is an important factor for companies to consider as it can increase net profit margin by 6% (Kruse, 2015). Based on previous literature, there are thirteen major factors that influence employee engagement, such as: transformational leadership, transactional leadership, corporate social responsibility (CSR), work-life balance, technology, autonomy, respect, growth and development, job significance, having a creative and challenging job, perceived self-worth, performance evaluation and recognition, and organizational bureaucracy. Objective: This research aimed to investigate the factors that influence employee engagement of Generation Z in Indonesia, during the transition from the COVID-19 pandemic to the endemic period. Method: This study collected data through an online survey, which was distributed to service industry employees in Indonesia. The sampling method used was convenience sampling. A total of 94 valid questionnaires were obtained, and all items were graded on a seven-point scale. In addition, 334 people participated in this study. To identify factors that influence employee engagement, exploratory factor analysis was used. Following that, multiple regression analysis was used to investigate the impact of these dimensions on employee engagement. Results: Thirteen factors that influence employee engagement of Generation Z were identified, namely, transformational leadership, transactional leadership, corporate social responsibility (CSR), work-life balance, technology, autonomy, respect, growth and development, job significance, having a creative and challenging job, perceived self-worth, performance evaluation and recognition, and organisational bureaucracy. Regression analysis shows that the factors influencing employee engagement had positive and significant effects on influencing employee engagement of Generation Z, such as: work-life balance, perceived self-worth, transformational leadership, respect and organizational bureaucracy. Conclusion: This study revealed that five main factors were identified as crucial for employee engagement in Generation Z, namely: work-life balance, perceived self-worth, transformational leadership, respect and organisational bureaucracy. Keywords: Employee engagement, Endemic, Generation Z, Pandemic, Workplace
... Lingkungan kerja non fisik yang dimaksudkan pada peneitian ini adalah persepsi evaluatif pegawai (responden) mengenai perasaan yang dialaminya dalam berinteraksi di lingkungan kerjanya. Variabel independen ini terdiri dari 3 (tiga) indikator, yaitu: (1) kepemimpinan atasan langsung; (2) hubungan dengan rekan kerja; dan (3) (1985) dalam Price (1997), yaitu: (1) kesediaan atasan mendengar keluhan bawahan, (2) kesediaan atasan menjawab pertanyaan bawahan, (3) respons atasan terhadap permohonan bawahan, dan (4) kesediaan atasan meluangkan waktu untuk mendengarkan permasalahan bawahan. Keseluruhan item pernyataan tersebut dinyatakan dalam skala Likert dengan lima alternatif jawaban, mulai dari "sangat tidak setuju" sampai "sangat setuju". ...
Abstrak Penelitian ini bertujuan untuk mengkaji pengaruh lingkungan kerja non fisik terhadap kinerja pegawai kelurahan se-kecamatan rumbia kabupaten bombana. Data yang digunakan dalam penelitian ini adalah data kuantitatif dan data kualitatif, sumber data yang digunakan adalah data primer, yaitu data yang diperoleh langsung dari lokasi penelitian dalam bentuk data mentah berupa laporan akuntabilitas, laporan sasaran kerja pegawai, angket atau kuesioner dan data berupa informasi melalui wawancara. Data dianalisis menggunakan teknik analisis regresi linier sederhana, tujuannya yaitu untuk mengetahui pengaruh hubungan variabel independen dengan variabel dependen dalam penelitian ini. Hasil penelitian menunjukkan bahwa lingkungan kerja non fisik memiliki pengaruh yang signifikan terhadap kinerja pegawai sebesar sebesar 0,767 dengan signifikansi 0,001. Artinya, apabila lingkungan kerja non fisik yakni kepemimpinan langsung atasan, hubungan rekan kerja dan hubungan atasan dengan bawahan semakin baik maka kinerja pegawai akan meningkat, sehingga target kinerja organisasi dalam hal ini kantor kelurahan se-kecamatan rumbia kabupaten bombana akan tercapai. Abstract This study aims to examine the influence of non-physical work environment on the performance of employees in the sub-district office of Rumbia, Bombana Regency. The data used in this research consist of quantitative and qualitative data, with the primary data source being raw data obtained directly from the research location, in the form of accountability reports, employee work target reports, questionnaires or surveys, and information gathered through interviews. The data were analyzed using simple linear regression analysis techniques to determine the relationship between the independent variables and the dependent variable in this study. The research results indicate that the non-physical work environment has a significant influence on employee performance, with a coefficient of 0.767 and a significance level of 0.001. This means that when the non-physical work environment, such as direct leadership, coworker relationships, and superior-subordinate relationships, improves, employee performance will also increase, thereby achieving the organizational performance targets, in this case, the sub-district office of Rumbia, Bombana Regency.
... Organizational communication refers to the process by which organizations transmit information to their employees related to their workplace as well as their job (Price, 1997). It is a valuable resource that can help employees receive relevant, important, and timely information (Jiang & Probst, 2014). ...
Job performance during a period of crisis as intense as COVID-19 can be challenging for employees. Besides the risk that this pandemic represented for their physical health and their life, they were also at high risk of emotional exhaustion, which can jeopardize their performance. We examine the direct and indirect effects of work organization conditions and human resource management practices on emotional exhaustion and job performance during COVID-19. We also analyze the moderating and the moderated mediation effects of organizational communication. Data were collected during COVID-19 in Canada within 13 companies from a sample of 146 employees. The results revealed that workload was associated with a higher level of emotional exhaustion. Organizational communication was associated with a lower level of emotional exhaustion. Organizational support was associated with a higher level of job performance. Organizational communication moderated the relationship between job insecurity and emotional exhaustion.
... Turnover intent was measured using three items that were commonly used in the literature (McEvoy & Cascio, 1985;Price, 1997). A sample item was, "I often think of quitting this job." ...
Small and medium enterprises (SMEs) are instrumental to most economies and leadership offers a means for SMEs to face today's business challenges. Despite the need for effective leadership in SMEs, researchers rarely examine leadership theories in this context. The SME context is characterized by proximal conditions that are conducive to role-modeling leadership. Role-modeling leadership, although popular in the practitioner literature, is an underdeveloped concept in the scientific literature because such leadership has been confounded with other leadership theories and behaviors. The present study showcases role-modeling leadership as a distinct style of leadership and investigates its nomological framework between SMEs and large organizations. Using a sample of 371 employees across the UK, the findings supported (a) leader identification as an antecedent of role-modeling leadership and (b) a chain of outcomes between role-modeling leadership, leader–member exchange, job stress, job satisfaction, and turnover intent. However, the moderating effect of organization size was not supported. The present study contributes to theory by unraveling how a novel style of leadership is predicted as well as its relationship with important organizational outcomes. Limitations and suggestions for future research are discussed.
Fulltext available here: https://onlinelibrary.wiley.com/share/author/HVRTAPEFKMERYPKRVEFQ?target=10.1002/jls.21843
... That is, we chose the questions that referred more directly to the construct. For job satisfaction, we followed the typical overall format (Price, 1997) to measure this attitude ("Today I found enjoyment in my job"). Employees responded on a five-point Likert-type scale ranging from 1 = strongly disagree to 5 = strongly agree. ...
Peer justice refers to the perceived fairness of the treatment an employee receives from coworkers. Although research has found peer justice to be an important predictor of work attitudes and behavior, prior work has only conceptualized the construct at the unit or group level. This limitation can be problematic because peer justice theories sometimes involve within person effects. In response, we propose and test an individual level model of peer justice. We then test the model with 100 employees from a luxury tourist resort. Respondents answered a questionnaire on ten consecutive working days, resulting in 1000 daily diary recordings. Within-person variance was significant, not only for daily peer (70%) and supervisor (59%) justice but also for the outcomes (52–70%), thus justifying the study of intraindividual associations. Using growth models, the results showed significant links from daily peer justice to daily changes in overall job satisfaction, in-role performance, and helping coworkers. Each of these effects went beyond the daily treatment received from the supervisor.
... In addition to journal articles, construct definitions and their measurements (i.e., sets of items or 'scales') can also be found in scale handbooks. Scale handbooks are available for sub-fields and functional areas of business and management, such as marketing [18 , 19] entrepreneurship [20] , work organisation [21] , and organisational behaviour or human resource management [22] . In addition, journal articles routinely document item wordings in the main text or an appendix. ...
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https://www.sciencedirect.com/science/article/pii/S2352340923001920
This perspective article on using partial least squares structural equation modelling (PLS-SEM) is intended as a guide for authors who wish to publish datasets that can be analysed with this method as stand-alone data articles. Stand-alone data articles are different from supporting data articles in that they are not linked to a full research article published in another journal. Nevertheless, authors of stand-alone data articles will be required to clearly demonstrate and justify the usefulness of their dataset. This perspective article offers actionable recommendations regarding the conceptualisation phase, the types of data suitable for PLS-SEM and quality criteria to report, which are generally applicable to studies using PLS-SEM. We also present adjusted versions of the HTMT metric for discriminant validity testing that broaden its applicability. Further, we highlight the benefit of linking data articles to already published research papers that employ the PLS-SEM method.
... Conflict is considered a process manifested by disagreement among social groups as a result of the use of limited organizational resources. Thus, the presence of conflicts in the organization is a natural phenomenon that can be present in any environment where people interact with each other [12][13][14][15]. Hence, conflicts are considered events resulting from problems among individuals or groups within an organization because of working together, manifested by the disturbance or interruption of normal activities [7] due to different opinions, values, and feelings between individuals or organizations [16,17]. ...
Objectives: This study aims to identify the styles of conflict management in public and private enterprises in Kosovo, measure their impacts on organizational performance, and thus fill the gap that exists between the applied style and the one that has the most impact on performance. Methods: The study used the quantitative method to answer the research questions. The study participants included 100 public and 100 private sector managers. Findings: In the private sector, the most commonly used style is compromise, while the avoidance style is the least adopted. In the public sector, managers use the dominating style for conflict management while using the obliging style the least. According to the OLS model, the obligating style explains organizational performance in the private sector, while organizational performance is explained more by the compromising style in the public sector. Novelty/improvement: This research contributes to an in-depth understanding of the association of organizational performance with conflict management styles in the private and public sectors of Kosovo. It shows through a comparative approach that organizational performance improves drastically by selecting the appropriate style of conflict management. Doi: 10.28991/ESJ-2022-06-04-07 Full Text: PDF
... It is widely recognized that employees' organizational commitment plays an important role in any organization, linked to important competitive advantages, such as employee turnover, absenteeism, and performance (Brown et al., 2011;Mowday et al., 1979;Walton, 1985). Price (1997) defined organizational commitment as loyalty to a social unit. Others refer to it as the strength of identification and involvement with an organization (Mowday et al., 1979). ...
Satisfied and committed employees play a major positive role in business performance in today’s globalized and competitive landscape. This paper contributes to the literature on the empirical determinants of job satisfaction and organizational commitment, drawing on a rich micro dataset for 36 countries, using a flexible semi-nonparametric approach, which nests and outperforms the standard ordered probit model. The findings indicate that job satisfaction and organizational commitment can be fostered by instruments which can be controlled by management. Our results shed timely light on how managers can improve job satisfaction and organizational commitment and address implications of the Great Resignation. However, despite the ever-increasing pace of globalization and expanding role of multinationals across the globe in shaping work environments, our results uncover that significant cross-country differences in job satisfaction and organizational commitment do exist, even after controlling for a plethora of job-and-workplace manageable attributes and individual (including religious dimensions) related characteristics.
... Questionnaires were analyzed using SPSS 26 statistical software (IBM, New York, NY, USA). Internal consistency reliability tests are often conducted using Cronbach's alpha [85]. Cronbach's alpha values greater than 0.70 for each dimension were considered reliable [86]. ...
In the post-epidemic era, regular epidemic prevention and control is a daunting and ongoing task for nations all around the world. University halls of residence have been important spaces where university students balance their studies, work, and personal lives after COVID-19. Therefore, a healthy physical living environment deserves more attention. This paper compares situations before and after COVID-19 in an effort to evaluate the impact of indoor environments in university halls of residence on students. The study proposed eight vital dimensions for creating a healthy university hall of residence environment and, from 14 September to 4 October 2022, used an online questionnaire to collect data from 301 university students studying in Zhejiang, China. The key quality of service characteristics for fostering a healthy environment in university halls of residence were discovered using descriptive statistical analysis and revised importance–performance analysis (IPA). We found that an improved indoor physical environment and efficient arrangement of indoor space were crucial for the health of university students. The quality of educational services could be improved, and indoor exercise should be utilized effectively, both of which can contribute significantly to a healthy indoor environment. This study aims to contribute to the development of future initiatives to support healthy physical living environments in university halls of residence.
... Organizational communication is described as the method through which the organization communicates details about the environment and the employee's task to its workers [45]. The goal of organizational communication is to convey information to employees in a timely, essential, and relevant manner so that everyone is informed about their job and the environment [46]. ...
Workplace hazards can have a significant influence on a worker’s physical and mental health, reducing an organization’s effectiveness in terms of safety. However, psychosocial hazards are being recognized as a crucial component that must be addressed for the individual’s and organization’s safety. The purpose of this research was to propose and statistically evaluate a brief theoretical framework based on leadership, organizational communication, work environment, and psychosocial hazards in Malaysia’s upstream oil and gas sector. The framework was tested on 380 Malaysian upstream oil and gas workers. The collected data were analyzed using partial least squares and structural equation modelling (PLS-SEM). The study’s findings revealed that in the Malaysian oil and gas industry, leadership, communication, and work environment negatively influenced the psychosocial hazards. This negative association between predictors and psychosocial hazards, particularly job expectations, control, role, and relationships, indicates new grounds for research. It is discussed how the findings could be used to track employees’ well-being over time and generate focused treatments.
... The resource dependence theory recognizes the impact of external factors. A manager in an organization can decide to reduce the uncertainty of the organization's environment as control over critical resources [27], [28]. Resource dependence theory is the study of how external organizational resources influence organizational behavior. ...
This study aimed to identify the income-generating activities and explore its management model using the case study method. In-depth interviews and documentation were used to collect data. The sample used purposive sampling from 26 study programs. Government subsidy, which is meant to cater to tuition and operational expenses, has been inadequate. Therefore, activities in the laboratory can be optimized as an income generator. The results of mapping activities in the laboratory and study programs are seminars, conferences, workshops, building rent, ballroom rent, laboratory services, vehicle rent, and scientific consulting services. Income-generating supplemented the budget of the university. The income is beneficial to hire additional project personnel, purchase supplies, materials and equipment, and improve facilities needed for instruction, research, extension, training, and productive activities. The development pattern of income-generating management through partnership and cooperation between the rector, head of the business development agency, deans, and head of a study program also laboratory so that all forms of activities that become financial sources can be monitored and evaluated. Moreover, the preparation of the accountability report must be transparent and accountable.
Based on social exchange theory and organizational support theory, this study explores the relationship between four dimensions of organizational justice (OJ) and affective commitment (CMM) and whether perceived supervisor support (PSS) mediates this relationship. Using online survey data collected from employees recruited from India industry verticals, the authors identified the role of distributive and informational justice in directly enhancing employees’ CMM. PSS also mediates the relationship between all four forms of OJ and CMM. An importance–performance map analysis (IPMA) indicates that informational organizational justice (IFJ) is the most important factor for predicting employees’ CCM. This is a pioneering study because it includes four dimensions of organizational justice as a precursor for CMM in a non-Western context.
Bu araştırmada, spor kurumu çalışanlarının örgütsel iletişim algılarının örgütsel yaratıcılık düzeylerine ve iş performanslarına etkisinin incelenmesi amaçlanmıştır. Çalışma grubunu Ege Bölgesi’nde yer alan illerdeki, Gençlik ve Spor İl Müdürlükleri çalışanlarından araştırmaya gönüllü olarak katılmayı kabul eden 193 kadın, 207 erkek olmak üzere toplamda 400 kişi oluşturmaktadır. Veri toplama aracı olarak araştırmacılar tarafından düzenlenen kişisel bilgi formu, “Örgütsel İletişim Ölçeği”, “Örgütsel Yaratıcılık Ölçeği” ve “İş Performansı Ölçeği” kullanılmıştır. Araştırma bulgularına göre cinsiyet değişkeni açısında katılımcıların örgütsel iletişim ölçeği, iş performansı ölçeği ve örgütsel yaratıcılık ölçeği toplam boyutu ile bireysel, yönetsel, toplumsal alt boyutları arasında anlamlı farklılık bulunurken, örgütsel iletişim ve iş performansı ölçeği alt boyutlarında ise anlamlı bir farklılık bulunamamıştır. Medeni durum, eğitim durumu ve kurumdaki unvan değişkenlerine göre katılımcıların örgütsel iletişim, iş performansı ve örgütsel yaratıcılık ölçeği toplam puanı ile bireysel, yönetsel, toplumsal alt boyutları açısından anlamlı bir farklılık bulunamamıştır. Örgütsel iletişim, iş performansı ve örgütsel yaratıcılık ile alt boyutlarına göre yaş, kurumdaki çalışma süresi ve gelir durumu değişkeleri açısından çeşitli ilişkilerin ortaya çıktığı sonucuna varılmıştır. Örgütsel iletişim, iş performansı ve örgütsel yaratıcılık ile alt boyutları arasında yapılan analiz sonuçlarında ise çeşitli ilişkilerin olduğu belirlenmiştir. Sonuç olarak, spor kurumlarında çalışanların örgütsel iletişim algılarının örgütsel yaratıcılık düzeylerini ve iş performanslarını pozitif yönde ve anlamlı olarak etkilediği tespit edilmiştir. Bu durumun ise kurumsal sürdürülebilirlik açısından olumlu bir gösterge olduğu ortaya konmuştur.
In recent years, the literature on job embeddedness among internationally relocated workers (IRWs), i.e. diverse individuals who relocated and execute employment abroad, has developed significantly. However, these studies have predominantly relied on a variable-centered approach, which has major shortcomings that have led to inconsistent and potentially misleading results. In this research, we employed a person-centered approach along with Latent Class Analysis (LCA) to discern various types of embedders among IRWs. We also delved into the relationships between these embedding types and the desire to remain in their current employer organizations and countries, and the influence of personal initiative on the emergence of these embedding types. Our data was gathered from a sample of 707 IRWs residing in Germany, France, and the United Kingdom. The findings from the LCA revealed the presence of four distinct embedding types: ‘home country-focused embedders’, ‘host country community-focused embedders’, ‘host country career-focused embedders’, and ‘transnational embedders’. Among them, ‘transnational embedders’ exhibited the strongest intent to stay in both host countries and organizations. Of the two groups embedded in the host country, those whose embeddedness was private life-oriented were more likely to stay than those whose embeddedness was work-focused. Personal initiative significantly predicted embedding types. On the basis of these findings, we derived implications for theory, research, and practice.
The COVID-19 pandemic has induced various changes in the daily lives of expatriate employees. However, we lack insight into how this population experienced the quality of life under pandemic conditions and the predictors and consequences of such experiences. In this study, we adopted a person-centered approach to investigate the diverse ways in which the pandemic changed expatriates’ quality of life and to identify the risks, protective factors, and outcomes of their perceptions. We employed quantitative data from 707 expatriates residing in three European countries and latent class analysis to reveal four ways in which they discerned the impact of the pandemic on their quality of life, namely “negative”, “slightly positive”, “moderately positive”, and “neutral”. The perceived changes in quality of life determined their intention to stay in the host country and organizations, readiness for international relocation and mobility, and career resources. Further, gender, marital status, expatriation mode, community embeddedness, and personal initiative played a role in how expatriates perceived the impact of the pandemic on quality of life. Based on the results, we have provided several implications for organizations in crises such as the pandemic, as part of their international human resource management policies.
High school teachers face increasing job stress, leading to turnover behaviors and teacher attrition, which has a significant impact on education and teaching. To discuss the mechanism of this phenomenon, this study proposes a chain mediation model of high school teachers’ turnover intention based on the Price-Mueller Turnover Model, and reveals how job stress influences turnover intention with the effect of organization-based self-esteem and resilience. A total of 378 high school teachers from China were investigated for the research hypotheses. The results showed that: (1) job stress positively predicted turnover intention, negatively predicted organization-based self-esteem and resilience. (2) The relationship between job stress and turnover intention was mediated by both organization-based self-esteem and resilience. (3) Organization-based self-esteem was positively correlated with resilience, and these two factors served as chain mediators in the relationship between job stress and turnover intention. The findings of the study have important theoretical and practical implications for reducing the propensity of high school teachers to leave their position.
Collaboration is a commonly prescribed method of public service improvement. If collaboration fails, blame is typically ascribed to transaction costs, organizational inertia, or premature evaluation. However, drawing on a notable case of collaborative failure in England, we show that misdiagnosing public service problems as being of a type likely to be cured by joint working can also generate poor results, and belongs conceptually prior to many “go‐to” explanations of failure. Using stacked difference‐in‐difference estimators on 11 years of performance data relating to subnational tax administration, we show that inter‐municipal cooperation produced no cost or quality improvements in this service. Supplementary testing attributes this less to governance problems, inertia or precipitate evaluation than to a basic lack of interdependence – the specific “problem” to which collaboration is the “solution” – between partnering councils. Having exhausted scale economies internally, partners experienced no mutual reliance warranting their attempt to further economize through collaborative tax administration.
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Purpose
The extant research on student attrition and retention has relied on models that focus on factors over which universities may have limited control and thus not lead to actionable practices. To address this shortcoming, the authors applied organizational support theory (OST) to test the association between students' perceptions of justice, perceived organizational support (POS), perceived professor support, organizational identification, and intention to quit.
Design/methodology/approach
Using items from validated scales, a survey was used to collect data from students in the college of business at a southwestern public university in the United States. A final sample of 316 observations was fitted to a structural equation model to test the study's a priori hypotheses.
Findings
The authors found that professor support and procedural justice had direct positive effects on POS. Distributive justice and interactional justice indirectly influenced POS through professor support. In turn, POS had decreased students' intention to quit and increased their organizational identification. The antecedents of POS indirectly influenced intention to quit and organizational identification. The determinants in the model accounted for 12% of the variance in students' intentions to quit, and 25% of students' organizational identification.
Originality/value
This study contributes to the student attrition literature where few studies have applied OST to student populations despite the strong link between POS and intention to quit in employment settings. In this study, the authors provide evidence of the suitability of the OST framework to predict students' intentions to quit.
For years, problems related to health-care efficiency have been at the top of the priorities of many hospitals systems and governments. The growing cost of health care, and particularly hospitals, is a significant factor in the increasing pressure for improvement of hospitals’ efficiency while maintaining a high quality of services. Hospitals are recognized as organizations in which waste, unnecessary administrative burdens, failures of care coordination, failures in execution of care processes, and even fraud and abuse are frequently identified as causes.
Adoption of management control as a response to hospital problems is consistent with the conviction that control is a critical management function that has the greatest impact on organizational performance. Research proves that the lack of adequate control, adapted to modern organizational solutions, causes many harmful consequences, such as faulty services, dissatisfied patients and employees, inability to effectively compete on market, low flexibility and innovativeness, and, consequently, poor performance of the organization.
This book comprehensively presents issues related to management control and develops a breakthrough theory about management control in hospitals. It is the result of many years of research and outlines the concept of control and related theories, which are discussed in detail, taking into account the unique characteristics of medical services, the health-care market, and hospitals as public organizations.
Research has shown that the main elements of management control in hospitals are information systems, diagnostic control, interactive control, innovativeness, manager’s trust in physicians, and perceived uncertainty. And that proper relationships between these elements positively influence the hospital’s performance. This book describes how the success of the entire control process is based on the hospital’s top management and its interaction with clinical managers, department heads, and directors of other medical departments as well as clinicians. After reading this book, the implementation of the solutions suggested will help hospitals improve their performance, including the quality and effectiveness of the provided medical services and patient care.
Background
Turnover intention occurs frequently in nurses and psychological empowerment has been shown to be major factors that influence turnover intention. However, little is known about the driving force behind turnover intention among nurses in China during the COVID-19 pandemic.
Objectives
To investigate the mediating role of job satisfaction and emotional exhaustion on the association between psychological empowerment and turnover intention among Chinese nurses during the COVID-19 pandemic.
Methods
A cross-sectional design was conducted in China. A total of 507 nurses completed scales of psychological empowerment, job satisfaction, emotional exhaustion and turnover intention anonymously. Descriptive analysis, Pearson’s correlation analysis in SPSS 23.0 and structural equation modeling (SEM) by Mplus 7.4
Results
Psychological empowerment had a significantly effect on turnover intention through three significantly indirect pathways: (1) through job satisfaction (B = -0.14, SE = .03, 95% CI = [-.19, -.09]). (2) through emotional exhaustion (B = -0.07, SE = .02, 95% CI = [-.11, -.03]). (3) through the chain mediating effect of “job satisfaction → emotional exhaustion” (B = -0.12, SE = .02, 95% CI = [-.16, -.09]).
Conclusions
Intervention measures to reduce the incidence of turnover intention of nurses should include the evaluations of work demands and emotional exhaustion of nurses and organization’s management strategies to promote their psychological empowerment and job satisfaction.
This study aims to produce an in-depth examination of how public value commitment leadership increases accountant productivity. Additionally, it explores and sheds lights on the mediating function of corporate social responsibility. The sequential explanatory design was employed in this research where quantitative phase were proceeded at first followed by qualitative phase. The findings of the current research will help practitioners recognize and seize opportunities to improve accountant productivity. Besides, the benefits of a more in-depth comprehension in this research can help legislators enact legislation and regulations about corporate social responsibility to enhance the management of human resource in public sector.
Amaç: Çalışmanın temel amacı, tatmin seviyesi tayin edilmemiş EATWOS ve OCRA yöntemlerinin verimlilik ölçümlerinde kullanılabilirliğini karşılaştırmalı olarak araştırmak ve söz konusu yöntemler arasındaki farklılıkları sağlık turizmi üzerinden sunmaktır.
Yöntem: Bu çalışmada verimlilik ölçümü için tatmin seviyesi tayin edilmemiş EATWOS ve OCRA yöntemleri kullanılmıştır. İlk olarak araştırma problemine uygun olarak girdiler ve çıktılar belirlenmiş ve ENTROPI yöntemi kullanılarak ağırlıklandırılmışlardır. 2006-2019 yılları arasında Türkiye’deki sağlık turizm hizmetlerinin verimliliği ENTROPI+tatimin seviyesi tayin edilmemiş EATWOS ve ENTROPI+OCRA yöntemleri kullanılarak ölçülmüştür. Ardından, söz konusu yöntemlerle elde edilen sonuçlar karşılaştırılmış ve yorumlanmıştır.
Bulgular: Bulgular, tatmin seviyesi tayin edilmemiş EATWOS yönteminin bir üretim biriminin verimli çalışıp çalışmadığını belirlemek için daha uygun bir yöntem olduğunu göstermiştir. Bunun aksine, OCRA yöntemi, üretim birimlerinin verimlilik ve performanslarına göre bir sıralama elde edilmesi istenen durumlar için daha uygundur. OCRA yöntemiyle elde edilen indeks değeri, bir üretim biriminin gerçekten verimli veya verimsiz olduğunu göstermemektedir. Bu indeks değeri, sadece, üretim biriminin sıralamadaki yerini göstermektedir.
Özgünlük: Bu çalışma, tatmin seviyesi tayin edilmemiş EATWOS ve OCRA yöntemlerinin sağlık turizm hizmetlerinin verimliliğinin ölçülmesi için kullanılan ilk çalışma olarak gözükmektedir.
Peer justice refers to the perceived fairness of the treatment an employee receives from coworkers. Although research has found peer justice to be an important predictor of work attitudes and behavior, prior work has only conceptualized the construct at the unit or group level. This limitation can be problematic because peer justice theories sometimes involve within-person effects. In response, we propose and test an individual level model of peer justice. We then test the model with 100 employees from a luxury tourist resort. Respondents answered a questionnaire on ten consecutive working days, resulting in 1000 daily diary recordings. Within-person variance was significant, not only for daily peer (70%) and supervisor (59%) justice but also for the outcomes (52–70%), thus justifying the study of intraindividual associations. Using growth models, the results showed significant links from daily peer justice to daily changes in overall job satisfaction, in-role performance, and helping coworkers. Each of these effects went beyond the daily treatment received from the supervisor.
Purpose
This study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.
Design/methodology/approach
The study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R ² value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.
Findings
The utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.
Research limitations/implications
This study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.
Practical implications
Factors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.
Social implications
The company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.
Originality/value
This study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.
Exclusion is the process by which some people are left out/excluded from a group or situation. It can also be described as an incident/s where an individual is ostracised, with associated feelings of alienation and of being sidelined. In the workplace, exclusion has significant effects on a person’s relationships, opportunities, and career journey.
Inclusion, on the other hand, is at the heart of an individual’s psychological needs: the need to belong, to be treated with dignity and respect, to experience a sense of autonomy, competence, self-confidence and self-esteem, and to have a meaningful existence. According to Maslow’s (1943) hierarchy of needs, once people have satisfied their physiological needs for food, shelter and safety, we turn our attention to love and a sense of belonging, feeling valued and ultimately, self-actualisation. Understanding what people’s needs are, and what motivates them, are central to any successful organisational practice. As a consequence, inclusivity and integration in the workplace contribute greatly towards securing those values of human dignity and respect, equality, freedom, and psychological well-being that give people’s lives direction and meaning. Our research explores the stories of the research respondents with regard to experiencing the opposite – feeling excluded, alienated, marginalised, and discriminated against, and we explore the psychological-, behavioural- and organisational effects of their lived experiences.
While some progress has been made towards building a more inclusive society, this research finds that we are still far from achieving the human rights goals espoused since the dream of equality was voiced by great leaders worldwide. The COVID-19 pandemic has further shone a light on the consequences of unequal access and disparate resources for sustaining societies around the globe – and exposed how systemic divisions have been exacerbated. The United Nations 2030 agenda report describes social exclusion as a state in which individuals are unable to participate fully in economic, social, political and cultural life, and it underscores the conditions leading to the state of exclusion. It is evident that despite some action to provide legal protection from discrimination for certain groups or individuals, people continue to experience exclusion. The respondents in this research shared that, even though their fight against dehumanisation continues, there is an increased amplification on deculturalisation and defeminisation.
Correspondingly, affirmative action, has somewhat improved levels of diversity in many organisations, but it has not resulted in individuals necessarily feeling fully accepted or credibly included. The consequence of this is that many employees attempt to acculturate to the dominant/prototypical culture in a company, thereby sacrificing their authenticity. For instance, economic minorities and the less organisationally-powerful may aspire and attempt to change their accents, suppress their own heritage, cultures and interests, engage in skin whitening and straighten their hair to more closely resemble the dominant and economically powerful white, and largely, male group in senior organisational positions. This deculturalisation results in tension within their own psyche, leading to guilt as a result of abandoning their heritage, causing continuous struggles to find congruency between personal values and behaviours, and even leads to the splitting of personalities to form dual or multiple identities within these individuals.
The research respondents also continue to struggle with workplace gender inequality, having cited examples ranging from conscious sexual harassment and sexist jokes to ‘unconscious’ bias and microaggressions and micro-insults ̶ where colleagues discriminated against the research respondents without ‘apparently’ even realising it. Such exclusion has led to numerous psychological and behavioural effects ranging from discomfort and withdrawal to paranoia and depression, all of which had repercussions for productivity and led to delays and even retrogression in the career aspirations for the research respondents. It has also led to defeminisation ̶ where a few research respondents adopted typically masculine behaviours to advance their career paths to more senior and executive roles, to break through the glass ceiling and to simply cope in a male-dominated environment.
This research uncovered a number of additional reasons for employees feeling excluded, ranging from not being deemed traditionally attractive or tall enough, to educational background and socio-economic differences. These are unprotected differences (unprotected by country laws), and those who experience them do not have the legal authority to challenge such discriminatory behaviour. Many are silenced by shame because their colleagues do not experience the same daily challenges and do not experience being atypical/minority or different from the currently dominant group in management and leadership positions. This research presents an opportunity to turn up the volume of their voices, having adopted a hermeneutic phenomenological methodology to form theory and share their lived experiences (voices) with the reader.
While some company executives may balk at the idea of spending more time and effort on integrating and engaging staff, it is helpful to point out that, in addition to legal considerations – the costs of litigation for workplace bullying and harassment, brand damage, poor industrial relations and ultimately future difficulty in attracting prospective talent are issues resulting in great cost to the company and are critical for the long-term sustainability and success of the company. It is clear that there are many business advantages to ensuring an inclusive work environment. Happy workers are more productive, and companies with more diverse management teams have been shown, on average, to achieve 19% higher revenues. In general, greater diversity has been shown to reduce work errors and the need for rework, companies enjoy enhanced reputations, greater access to untapped talent, and access to and a greater understanding of new markets and stakeholders. These benefits are dampened when marginalised individuals and groups focus their efforts more towards adapting and assimilating to the dominant culture of the organisation.
Research respondents shared ways in which people could be made to feel more included. Workplace initiatives to deconstruct and redress historic power through progressive policies and procedures, managing risks and ensuring legal compliance, encouraging coherence between individual and organisational value systems, and providing resources and opportunities for employees to engage in deep, personal work around self-awareness and self-management, can promote inclusion from all levels of the organisation (top-down and bottom-up). Greater flexibility in working conditions (remote vs. office working vs. hybrid) for employees could also allow for more effective balancing of family and care roles with work, as well as provide for more effective social distancing and safety, and can result in greater engagement and an increased feeling of well-being on the part of the employee.
While company training programmes and policies can be effective in promoting inclusion, simple initiatives can also go a long way to make co-workers feel included. By becoming more attuned to identifying people who are feeling excluded, we can ensure greater inclusivity. For example, recognising if some co-workers are unable to join colleagues for a meal out due to financial or personal time constraints, or identifying colleagues who may feel excluded at drinks at a pub as it contravenes their religious practices or personal preferences, and subsequently accommodating for these individual differences can trigger greater inclusion. Instead, opting for a cup of coffee or having a chat in the office kitchen or canteen can allow more co-workers to join in and actively be included.
Legislation for protecting marginalised groups exists, and the responsibility for inclusion shifts from the government to leaders and, ultimately, to us. For example, by offering/arranging a lift for someone who may need to take unsafe and unreliable public transport when working late on a project for instance, shows an understanding of intersectional experiences in the workplace. It is this awareness and compassion that allows one to recognise colleagues who are excluded, and any positive act in response to their feelings of exclusion, can trigger a team to gel and outperform those who do not.
Over the years, job insecurity has accumulated important scholarly work. As a result, research has identified multiple constructs that involve employees’ concerns about job loss. Most of these are individual-level constructs (e.g., subjective and objective job insecurity), but, recently, an incipient body of literature has adopted a multilevel perspective by understanding job insecurity as a collective phenomenon (e.g., job insecurity climate, strength climate, downsizing or temporary hiring strategies). Furthermore, these constructs at different levels are underpinned by shared theoretical frameworks, such as stress theory or psychological contract theory. However, all this literature fails to present an integrative framework that contains the functional relationship for mapping job insecurity constructs across levels. Accordingly, the present study aims to examine job insecurity from a multilevel perspective, specifically by conceptualizing job insecurity at the individual level—understood as subjective and objective job insecurity—and at the organizational level, understood as job instability in an organization, job insecurity climate, and climate strength. The methodology of multilevel construct validation proposed by Chen, Mathieu and Bliese (2005) was applied; thus, (1) job insecurity were defined at each relevant level of analysis; (2) its nature and structure was specified at higher levels of analysis; (3) psychometric properties were tested across and/or at different levels of analysis; (4) the extent to which job insecurity varies between levels of analysis was estimated; and (5) the function of job insecurity was tested across different levels of analysis. The results showed significant relationships among these, and were related to an organizational antecedent (e.g., organization nature) and organizational and individual outcomes (collective and individual job satisfaction) in two European samples: Austria and Spain. Accordingly, this study exposed the multilevel validity of job insecurity constructs through an integrative framework in order to advance in the area of job insecurity theory and practice. The contributions and implications to job insecurity research and other multilevel research are discussed.
Pay fairness and human capital theories make different predictions about trainees’ occupational turnover in situations where trainees perceive unfair pay but receive huge potential returns from training. Therefore, the purpose of this study was to examine how pay fairness and human capital investment combined to explain why trainees are motivated to persist in employment when they perceive unfair pay. Cross-sectional survey data from 144 minor league baseball players showed that athletes perceived unfair pay but had low occupational turnover intentions because they perceived high learning achievement and expected to play in Major League Baseball eventually. Perceptions of unfair pay only increased occupational turnover intentions under certain conditions, such as when athletes had low expectations of playing at least one game in Major League Baseball in the next 3 years. The results support a framework that combines human capital theory and pay fairness theories to explain boundary conditions for trainee motivation.
The competitive environment in the tourism sector impels managers to acquire high-performing personnel and to ensure the continuity of these personnel in the business. In this respect, turnover has been a scientific issue that has been emphasized intensively in tourism literature. However, any research has not been found that deals with bibliometric studies of previous scientific studies on turnover. By this way, the main purpose of the current research is to examine the turnover studies in tourism context through bibliometric analysis. The studies examined within the framework of the research were obtained from the Web of Science (WoS) academic database, and the VOSviewer program was used for analyzing of the data. In this context, 180 studies were included in the analysis. As a result of 142 of the studies on turnover were in the hospitality, entertainment, sports and tourism category, 67 in the management category, 17 in the business category by a total of 438 authors, "job satisfaction", "hospitality", “hotel” and “tourism and hospitality” concepts are frequently used with turnover, the most cited paper is "Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus" by Zopiatis, Constanti and Theocharous (2014) with 173 citations. It has been determined that the countries with the highest number of published studies are China, Turkey and England, respectively. It is anticipated that the research will both facilitate the identification of new research topics on the subject and contribute to the determination of the situation in the literature.
Bu araştırmada okullarda ayrılma, kayıtsız kalma, muhalefet ve sadakat ile örgütsel adalet ilişkisinde iş doyumunun aracı etkisi incelenmiştir. İlişkisel tarama deseninde yürütülen araştırmanın hedef evrenini, Ankara iline bağlı dokuz ilçedeki resmi Anadolu Liselerinde görev yapan 6605 öğretmen oluşturmaktadır. Araştırmaya küme örnekleme yoluyla belirlenen 612 öğretmen gönüllü olarak katılmıştır. Veri analizi öncesinde ölçeklerin geçerlikleri DFA, güvenirlikleri ise Cronbach alfa katsayısı incelenmiş olup, tümünün geçerli ve güvenilir olduğu görülmüştür. Veri setinin analizinde aritmetik ortalama, standart sapma, Pearson korelasyon ve bootstrapping aracılık testi kullanılmıştır. Korelasyon analizi sonuçları; örgütsel adalet ve iş doyumunun, işten ayrılma, muhalefet ve kayıtsız kalma davranışları ile negatif, sadakat ile pozitif yönlü ve anlamlı ilişki içerisinde olduğunu ortaya koymuştur. Bu kapsamda örgütsel adalet ve iş doyumu öğretmenlerin ayrılma, muhalefet etme, kayıtsız kalma ve sadakat davranışlarının anlamlı bir yordayıcısıdır. Aracılık testi sonuçları ise ayrılma, kayıtsız kalma, muhalefet ve sadakat ile örgütsel adalet arasındaki ilişkide iş doyumunun aracı etkiye sahip olduğunu göstermiştir. Araştırma bulgularına dayalı olarak öğretmenlerin işten ayrılma, kayıtsız kalma ve muhalefet davranışlarının en aza indirilebilmesi için okullarda uygulamaların adil bir şekilde yapılmasının önemli bir etmen olduğu çıkarımında bulunulmuştur.
This study explores the influence of organizational communication climate and downward communication processes on organizational commitment. In addition, the research investigates the relationships between organizational commitment, innovative behavior, and job performance. The study relies on the social exchange theory and the theory of reasoned action, explaining exchanges and behavioral intention within the organizational context. Empirical research was conducted among 217 employees in companies in Bosnia and Herzegovina. Data analysis was conducted with SEM-PLS. Lastly, study findings and implications were discussed, and directions for further research were recommended.KeywordsOrganizational communication climateDownward communicationOrganizational commitmentEmployee innovative behaviorJob performance
This study examined the effect of information and communication technology (ICT) use on working-from-home employees' internal communication satisfaction and engagement level during the COVID-19 pandemic. The moderating role of individuals' affiliative tendency was also explored. Results of an online survey with a representative sample of U.S. full-time working-from-home employees after the pandemic suggested that formal use of ICT for work—e-mail, video-conferencing, instant messaging, and phone—was positively associated with employees' informational and relational satisfaction, which in turn, enhanced their engagement. Informal use of ICT was also positively related to employees' relational satisfaction and such an effect was particularly salient for employees high in affiliative tendency. Theoretical and practical implications for effective internal communication and ICT use are discussed.
With a growing Latinx workforce in the U.S., many of whom are Spanish-speaking, there is a pressing need to examine key constructs related to vocational well-being in this population. The aim of the current study was to validate a Spanish language version of the Work Needs Satisfaction Scales (WNSS; Autin et al., 2019 ). The WNSS comprises a set of scales developed to measure satisfaction of survival, social contribution, autonomy, competence, and relatedness needs, all of which are theorized to be key mediators in the link from decent work to well-being and work fulfillment. Using cross-sectional data across two samples of Latinx workers, we tested the reliability and validity of a Spanish language version of the WNSS (WNSS-SV). In Study 1 we conducted an exploratory factor analysis (EFA) with a sample of 195 participants. This resulted in a 19-item scale with five factors mirroring those of the English language scale. In Study 2 ( N = 377), we examined factor structure and model fit using confirmatory factor analysis (CFA); measurement invariance across gender, language, and social class group; and concurrent validity. Results from Study 2 demonstrated the model was a good fit to the data; showed concurrent validity; and provided support for measurement invariance. Thus, overall results indicated that the WNSS-SV may serve as a useful tool for future research on work-related need satisfaction among Latinx workers. A discussion regarding the importance of these findings and implications for practice and research are provided.
Książka kompleksowo prezentuje zagadnienia związane z kontrolą menedżerską w szpitalach publicznych. Wdrożenie wskazanych w opracowaniu rozwiązań pomoże szpitalom poprawić uzyskiwane wyniki, w tym jakość i efektywność dostarczanych usług medycznych, a co za tym idzie – zapewnić lepszą opiekę zdrowotną pacjentom.
Publikacja jest rezultatem wieloletnich badań w polskich i zagranicznych szpitalach. Autor przyjął założenie, że powodzenie całego procesu kontroli opiera się w znacznym zakresie na dyrektorze i jego prawidłowej interakcji z menedżerami średniego szczebla, czyli kierownikami (ordynatorami) oddziałów szpitalnych i innych działów medycznych oraz profesjonalistami medycznymi.
Szczegółowo omówiono koncepcję kontroli i związane z nią teorie, uwzględniając cechy rynku ochrony zdrowia, usług medycznych i szpitali jako organizacji publicznych. Przeanalizowano również główne elementy kontroli menedżerskiej i ich wzajemne relacje oraz ich związki z wynikami – w tym finansowymi – szpitali publicznych.
Publikacja jest przeznaczona zarówno dla menedżerów ochrony zdrowia, jak i dla pracowników naukowych oraz studentów kierunków związanych z zarządzaniem w placówkach medycznych.
Leadership style is considered one of the critical factors in employee engagement with the leader, the organization, and the organization’s success. So far, there have been studies on the relationship between leadership style and employee engagement. However, there has been no research on the relationship between leadership style and the engagement of civil servants in Vietnam’s provincial public sector, which is a gap that needs to be researched. Therefore, this study examines the relationship between three leadership styles, namely transformational leadership, transactional leadership, and laissez-faire leadership concerning engagement to work and performance of public sector employees, and at the same time determines the relationship of leadership styles with demographic variables and with employee engagement in the Vietnamese public sector. The study data were collected from a convenient sample of leaders from the departmental level to the board of directors, and the survey sample was also collected from employees in state agencies who were feedback by answering questionnaires at a time. A total of 325 people, who are leaders and civil servants in the provincial public sector in Vietnam, responded. SPSS statistical software version 26.0 was used to process the data obtained through surveying the opinions of respondents in the leadership style questionnaire and the employee participation questionnaire. The results of the analysis show that leadership styles are closely related to employee engagement. The study also discovered that the level of an employee’s engagement to work depends largely on leadership style. Recommendations are made when a leader practices the right leadership style to increase employee engagement and vice versa.
Enhancing the attractiveness of public transport is a key objective for transit agencies that seek to achieve sustainable urban mobility. This study identifies the key factors that affect the attractiveness of public transport from the macroscopic and microscopic perspectives and establishes a comprehensive influence mechanism. Weighted least square-Structural equation model (WLS-SEM) is used to quantify the microscopic factors. Conclusions are summarized as follows: ① the macroscopic factors include urban spatial layout, land use pattern, geographical environment, level of economic development, demographic characteristics, public policy, and service characteristics of public transport; ② the microscopic factors include traveler’s individual characteristics, travel demand characteristics, travel characteristics and service level of public transport; ③ service level of public transport most positively impacts the attractiveness, while the travel characteristics of public transport impact it most negatively.
This study examined teachers’ perceptions of their jobs and teacher turnover through an analysis of data from the National Center for Education Statistics Schools and Staffing Survey and Teacher Follow-Up Survey. Our analysis suggests that student discipline problems were a major reason for teachers’ dissatisfaction with their jobs, second only to low compensation. Private school teachers generally encountered fewer student discipline problems and perceived their professional lives more favorably than public school teachers, although private schools usually offer lower salaries than public schools. Minority teachers were less satisfied with work conditions and student discipline problems than nonminority teachers. These findings imply policy changes for teacher retention.
Objective
Nursing regulators are important governance structures for nurses who are critical to the achievement of universal health coverage (UHC). This study examined the perspectives of the heads of nursing education institutions (NEIs) in Ghana and South Africa on the functioning and effectiveness of the respective nursing regulators.
Design
This was a cross-sectional survey.
Setting
This study was conducted in Ghana and South Africa
Participants
Heads of accredited NEIs in Ghana (n=65) and in South Africa (n=39).
Results
In South Africa, the mean score for overall functioning of the South African Nursing Council (SANC) was 4.6 (SD 1.97), whereas the mean score for overall functioning of the Nursing and Midwifery Council of Ghana (N&MC) was 7.1 (SD 1.7) (p<0.0001). Similarly, the mean score for effectiveness of the SANC by NEIs was 5.1, compared with the mean effectiveness score of 7.2 for the N&MC (p<0.001).
Compared to the SANC, the heads of NEIs scored the N&MC higher on each of the six functional areas of policy-making (Ghana=7.06; SA=4.56); accreditation (Ghana=7.40; SA=4.10) legal and disciplinary actions (Ghana=6.45; SA=5.52); examination (Ghana=7.84; SA=5.00); registration (Ghana=8.27; SA=5.96) and communication and transparency (Ghana=6.87; SA=6.05).
Conclusion
Both the N&MC and SANC are well-established regulators and are vital to ensure that the nursing workforce in each country is able to deliver quality healthcare, thereby contributing to UHC and population health improvements. However, the study findings suggest the need for concerted efforts to improve the functioning and effectiveness of the regulators, especially the SANC. The six functional areas could guide the necessary improvements in regulator functioning and effectiveness, in partnership with relevant stakeholders.
We predicted that the dispositional construct negative affectivity (NA) would be related to self-report measures of job stress and job strain and that observed relationships between these stress and strain measures would be inflated considerably by NA. Results of a study of 497 managers and professionals were largely consistent with those expectations. Thus, we discuss implications for NA as both a methodological nuisance and a substantive cause of stressful work events, and conclude that NA should no longer remain an unmeasured variable in the study of job stress.
Discriminant validity of measures of job satisfaction, job involvement, and organizational commitment was empirically evaluated using data collected from a sample of 577 full-time employees of a 327-bed Veterans Administration Medical Center. The LISREL VI computer program was used to conduct a confirmatory factor analysis of items from measures of these three concepts and to evaluate relations between other job-related variables and the three attitudinal measures. Results of these analyses indicated that the measures of job satisfaction, job involvement, and organizational commitment assess empirically distinct concepts.
Two studies were conducted to demonstrate that both the instruments used to measure commitment––those scales developed by G. Ritzes and H. M. Trice (1969) and by L. G. Hrebiniak and J. A. Alutto ––and the side-bet indexes (age and tenure) used in previous tests of the side-bet theory of H. S. Becker are inappropriate for that purpose. In Study 1, 64 undergraduate scenarios in which an employee was described as being high or low in continuance commitment and high or low in affective commitment and responded to several commitment instruments as they felt the employee would respond. As expected, the continuance commitment manipulation accounted for a relatively small portion of the variance in scores on the 2 commitment scales, whereas the affective commitment manipulation accounted for a substantially larger portion. The continuance manipulation did, however, account for a large portion of the variance in scores on an author-developed continuance commitment scale (CCS). In Study 2, 130 university employees completed the same commitment instruments. As predicted, the 2 commitment scales correlated significantly with measures of affective commitment but not with the CCS. Also as predicted, age and tenure correlated with the commitment scales and with the affective commitment measures but not with the CCS. (22 ref)
Examined situational moderators of the relationship between 1 organizational stress, role ambiguity, and 4 psychological strains: job dissatisfaction, life dissatisfaction, low self-esteem, and depressed mood. Three situational characteristics were hypothesized to moderate the relationship by reducing its strength: group cohesiveness, supervisor support, and autonomy. 651 adults in 5 midwestern work organizations were given 90-min structured interviews in their homes. Group cohesiveness moderated the relationship between role ambiguity and 2 of the role strains, but the direction of its moderating influence was inconsistent. Supervisor support showed a nonsignificant tendency to reduce the strength of the relationship between role ambiguity and role strain. Autonomy significantly moderated the relationship in the expected direction.
It has been hypothesized that the positive relation between stress and strain responses is stronger for individuals who have low levels of social support than for those who have high levels of support. This hypothesis that social support buffers (moderates) the negative effects of stress has been tested extensively in a variety of settings with highly conflicting results. Some theorists have recently proposed that the moderating effect of social support is itself buffered by other variables such as sex or social class. The present study was designed to examine the role of social support in the experience of work stress with a sample large enough to provide statistically powerful tests of models of social support that specify two-way and three-way interactions. No support for higher order interactive models was found. In addition, no evidence emerged demonstrating any buffering effect for social support. Arguments are advanced for a parsimonious model in which social support has a modest direct effect of lowering experienced strain.
The factor structure of the Affective and Continuance Commitment Scales (ACS and CCS; Meyer & Allen, 1984), as well as the causal links between affective and continuance commitment, were examined. Data were obtained from 2 employee samples on a single occasion and from a sample of new employees on 3 occasions during their first year of employment. Confirmatory factor analyses revealed that (a) the ACS and CCS measure different constructs and (b) the CCS can be divided into 2 highly related subscales reflecting costs associated with leaving the organization (lack of alternatives and personal sacrifice). Tests of nonrecursive causal models with cross-sectional data revealed that (a) affective commitment had a negative effect on the alternatives component of continuance commitment in all samples and (b) both components of continuance commitment had a positive effect on affective commitment for established employees. Analyses of the longitudinal data revealed only a weak, negative, time-lagged effect of the alternatives component on affective commitment.
In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with leaving the company), and job satisfaction. Commitment and satisfaction scores were correlated with three indexes of performance obtained from the managers' immediate supervisors. As predicted, affective commitment correlated positively and continuance commitment correlated negatively with all three measures of performance. Job satisfaction did not correlate significantly with performance ratings. The findings are interpreted as illustrating the importance of distinguishing between commitment based on desire and commitment based on need and as supporting organizational efforts to foster affective commitment in their employees.
The authors report a series of 9 studies (N = 2,734) in which they evaluated the construct definition, measurement, and validation of organizational commitment (OC). An integrated examination of a wide range of antecedents of the various dimensions of OC was conducted. Results support the existence of 3 major OC dimensions (affective, continuance, and normative), with 2 subdimensions (personal sacrifice and lack of alternatives) for the continuance dimension. Results suggest that the widely used Organizational Commitment Questionnaire assesses primarily the affective dimension. Results provide various levels of support for the set of proposed antecedents. Implications for construct definition, measurement, and future research are discussed.
Relationships among instrumental, supportive, and participative leader behaviors, task variability and task interdependence, and job satisfaction and organizational commitment were examined in a police command bureaucracy. One hundred fifty-eight police officers were surveyed during normal working hours using a short questionnaire. The general pattern of results contradicts conventional wisdom about effective supervisory behavior among police commanders. The quasi-military model (characterized by impersonal, highly directive, authoritarian leadership, and routinized tasks) received little support from any subgrouping analysis using subordinates' job satisfaction and organizational commitment as criteria. Instead, leader participativeness and task variability emerged as the most significant predictors of subordinate outcomes. Expanded hypotheses derived from an important situational leadership theory, House's Path Goal Theory, were also tested. Generally, earlier research was supported, confirming the importance of task demands as determinants of leadership effectiveness. Context was further investigated by contrasting temporally-based task, organizational, and subcultural factors. The implications of this study for understanding the work behavior and social role of urban policemen are discussed.
This book seeks to deepen and broaden the understanding of change in organization populations by examining the dynamics of numbers of organizations in populations. The authors have studied various kinds of organizations, including national labour unions, newspapers and newspaper publishers, brewing firms, life insurance companies, and banks.
In the process of defining their variables, researchers often produce dependencies between them by redundantly including component variables. The result is that a null hypothesis of “no relationship” cannot be tested by comparing the observed correlation with zero. The potentially misleading consequences of this practice are discussed in a detailed analysis of the size-administrative intensity literature. Suggestions are made for dealing with the problem.
This paper investigates the relationship between organizational technology, specifically the degree of routineness of work, and the social structure and goals of health and welfare organizations. Hypotheses relating four aspects of social structure and two aspects of organizational goals with the degree of routine work are tested with data from sixteen social welfare and health organizations located in a midwestern metropolis in 1967. The social structure of organizations with more routine work are found to be more centralized, more formalized, and to have less professionally trained staffs, but no relationship with stratification is found. Organizations with routine work are further found to emphasize goals of efficiency and the quantity of clients served, not innovativeness, staff morale, or quality of client services.
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The concept span of control has been interpreted so widely over the past years that in its present form its use as a means of communicating information among scholars has become severely impaired. This article argues that it is a useful concept for measuring the closeness of contact between a superior and his subordinates. Data are presented which demonstrate that different operational definitions of the term will produce not only greatly different mean values of the span of control, but also different correlation coefficients with other important structural variables. A new operational measure is proposed in order to develop a common language of measurement that will facilitate an understanding of organizational structure.
Departmentalization may be defined as the manner in which the work of an organization is allocated among its divisions.* Consider, for example, a hypothetical business corporation which produces cars, airplanes, trains, and trucks. After the nature of its output has been determined, the corporation must still allocate production among its different divisions. The type of allocation used is the corporation's departmentalization.
Stratification within organizations as produced by the distribution of functional importance among positions is investigated. Following A. L. Stinchcombe's hypothesis from the functional theory of stratification, the rewards given to various positions are expected to be less equal when talent is complementary rather than additive. Data on salary differences between ranks in research and in teaching-oriented universities supports the hypothesis. Actual differences are found to correspond more closely with the functional theory than with an alternative market competition theory.
A model incorporating antecedents and outcomes of measures of manager-rated employee affective and continuance commitment was tested with 231 managers and 339 subordinates. Organizational citizenship behavior predicted manager-rated affective commitment, whereas side bets (age, tenure, and education) predicted manager-rated continuance commitment. Further, affective commitment was positively and continuance commitment negatively related to a variety of outcomes, including managerial potential and promotability. Implications are discussed.
Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organizational outcomes-organizational commitment and subordinate's evaluation of supervisor. However, procedural and distributive justice also interacted in predicting organizational outcomes. We discuss limitations of this study and directions for future research.
Addresses some of the issues involved in the ratio-correlation dilemma, and provides some clarification and a possible resolution. Concludes by predicting continued chaos regarding the dilemma, to the extent that the suggested separation and replication of results creates chaos. A response to the paper abstracted as 85F/1305.-R.House
This paper examines the causes of morale and satisfaction in organizations. The analysis of covariance is used to provide
an empirical criterion for distinguishing collective from individual properties. Questionnaire responses from 2,335 managers
in 12 industrial companies provide the data base. Results confirm that organization morale is a collective property, largely
a function of group size, while satisfaction is an individual-level trait, affected mainly by perceived role structure. The
analysis of covariance proved helpful in properly separating levels of analysis, and avoiding potentially misleading interpretations.
One surprising substantive finding is that satisfaction is higher in more highly structured roles, contradicting the findings
of previous research.
This paper analyzes data describing jobs in 100 establishments in order to test hypotheses about the characteristics of jobs and organizations associated with the structure of internal promotion ladders. The diversity of labor market arrangements found within the organizations indicates only weak support for hypotheses linking internal labor markets to organizational or sectoral imperatives. At the job level, however, there is support for hypotheses linking job ladders to firm-specific skills, organizational structure, gender distinctions, technology, occupational differentiation, the institutional environment, and the interests of unions. The paper concludes with an examination of how promotion ladders are formed from clusters of jobs associated with each other by occupation, skill, or gender composition.
The organizational goal concept is important for significant types of organizational research but its utility has been downgraded in recent scholarship. This paper reviews critically key contributions to conceptualizing the organizational goal and synthesizes many of their elements into a more concrete and comprehensive conceptualization. The efforts of Etzioni, Seashore and Yuchtman, Simon, and Thompson to bypass the need for a goal concept in evaluative and other behavioral research are unconvincing in important respects. However, they are persuasive in underscoring the importance of viewing organizational goals as multiple and as empirically determined. Perrow, Gross, and others convincingly suggest a dual conceptualization, so that goals are dichotomized into those with external referents (transitive goals) and those with internal referents (reflexive goals). Deniston et al. contribute the desirability of subsetting the goals of organizations into “program goals” and of differentiating goals from both subgoals and activities. The existence and relative importance of organizational goals and an allied concept, “operative goals,” may be operationally determined by current social science methods. The goal concept as presented here has implications for the evaluation of organizational effectiveness, for research on organizational behavior, for organization theory, and for views of the role of organizations in society.
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Current investigations on the influence of technology upon other organizational variables have remained exploratory because there is disagreement over the boundaries of the construct and there is a dearth of valid and reliable measures of technology. This study develops a measure of technology that could be used for comparative purposes. It also develops a seven-item scale that provides a valid and reliable measure of Perrow's technology construct. The scale discriminates among the technologies of 15 functional departments in three academic libraries.
An understanding of organizational behavior requires close examination of the goals of the organization reflected in operating policies. To reach a first approximation of operative goals, a scheme is proposed which links technology and growth stages to major task areas--capital, legitimization, skills, and coordination--which predict to power structure and thence to limits and range of operative goals. The major illustration of the utility of the scheme is provided by voluntary general hospitals; other voluntary and non-voluntary service organizations are discussed, in these terms, as well as profit-making organizations.