Article

Determinants of Employee Job Satisfaction: An Analysis of Structural Equation Model

Authors:
To read the full-text of this research, you can request a copy directly from the author.

Abstract

Imbalances in an employee’s working life have become a major problem due to the many issues related to employee well-being, productivity levels and boredom at work. Work-Life balance has now become a vulnerable topic because it offers real benefits to the organization and its success, so the goal to be achieved in this study is to provide an explanation of the influence of charismatic leadership and Work-Life balance against organizational commitment through employee job satisfaction in the broadcasting industry. The study was conducted using a questionnaire distributed in November-December 2019 where respondents used as many as 190 employees in the broadcasting industry in Jawa Timur. The data was analyzed using the Structural Equation Model (SEM). The results of this study show that a good charismatic leadership will increase employee job satisfaction, a good Work-Life balance will increase employee job satisfaction, and good job satisfaction will increase commitment. Organizational employees, good charismatic leadership will increase employee organizational commitment and good Work-Life balance does not increase employee organizational commitment directly.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the author.

ResearchGate has not been able to resolve any citations for this publication.
Article
Full-text available
Aim: The purpose of this paper is to analyze the moderating effects of organizational culture and organizational culture dimensions on the relationship between job satisfaction and work-life balance. The research also analyses the differences in the perception of organizational culture and its dimensions between managers and nonmanagement employees in the wood product manufacturing industry. Methodology: The research was administered to 200 employees from five wood product manufacturing companies. Data was collected on the organizational culture, organizational culture dimensions, job satisfaction, work-life balance using Organizational Culture Instrument (OCI), VOX Organizationis and single-item measures of job satisfaction and work-life balance. The collected data was analyzed using descriptive statistics, reliability analyses, Person correlation, hierarchical multiple regressions analyses and Poisson regression analyses. Results: The findings of the research indicate perceptions of organizational culture differ between managers and non-managers. Employees that are exposed to participatory management style are less likely to report negative work-life balance. Conclusion: This research investigates an underresearch topic of organizational culture and dimensions in the wood manufacturing industry, and its relationship with employee job satisfaction and work-life balance. Managers in this industry will benefits from applying the findings in everyday practice.
Article
Full-text available
The study intends to investigate the interplay between work-life balance and organizational commitment amongst working post-graduate students. The survey research design was used, multistage sampling technique was adopted using the correlation and regression approaches. The samples were drawn from working postgraduate students in Lagos State University, Lagos.Results indicate a positive but not statistically significant relationship between work-life balance and organizational commitment. A positive relationship was found between Work-Interference with Family (WIF) and organizational commitment; however it was not statistically significant. Finally, a positive relationship was found between family-interference with work (FIW) and organizational commitment, but not statistically significant. The study recommended that government and management of organizations that have employees’ that are students should ensure that they help them achieve work-life balance, to aid organizational commitment.
Article
Full-text available
Researchers have hypothesized that there is a significant difference in the degree of Organizational commitment in Public and Private Universities. This was tested in the Public and Private University system to ascertain the veracity of this hypothesis. Data were collected from 150 employees consisting of academic and Administrative and technical staff from both the public Universities and the Private Universities. The results revealed that employees in Public Universities have greater degree of organizational commitment in comparison to Private Universities. Also, job satisfaction increases or decreases based on increase or decrease in organizational commitment. Obtained results were in the line of the hypotheses. In terms of organizational commitment; a significant difference was noticed between Public and Private Universities. Against expectation, employees of Public Universities exhibited higher degree of organizational commitment as compared to those of Private Universities. Most importantly, organizational commitment is being proven as the catalyst for enhancing job satisfaction level of employees. Keywords: Organization’s Goals, Performance, Effectiveness, Leadership Styles, Trust within the Organization, Employment Status, Training, Turnover Intentions.
Article
Full-text available
Purpose This paper aims to propose that knowledge management (KM) could be a way to nurture job satisfaction and examine how KM can increase individual employees’ job satisfaction. Design/methodology/approach A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a structural equation modelling partial least squares analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organisation. Findings Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organisational knowledge sharing seems to be a key KM process, promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics. Practical implications KM has a strong impact on employee job satisfaction, and therefore, managers are advised to implement KM activities in their organisations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work. Originality/value This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.
Article
Full-text available
Purpose – The purpose of this paper is to examine the effects of workplace incivility on job satisfaction and employees’ turnover intentions in Indian work settings. Design/methodology/approach – Data were collected randomly from 283 employees at various restaurants in the Northern and Western parts of India via the survey method and, thereafter, hierarchical regression analysis was performed to analyze the data. Findings – The study established that moderate to high levels of workplace-incivility-related issues are present in India’s restaurant industry. Regression analysis further revealed that workplace incivility is negatively related to job satisfaction and positively related to employee turnover in the Indian context as well. Practical implications – Relevant recommendations are presented to restaurant owners as well as HR practitioners that could curb unethical practices in Indian restaurants and promote civil behavior in the workplace. Originality/value – Relevant extant studies have recognized that there is a need to study workplace incivility in different cultures to establish the global relevance of the subject. This research studied the impact of workplace incivility on job satisfaction and turnover intentions with respect to Indian employees.
Article
Full-text available
Balancing work and life stands as an on-going challenge in contemporary times. Today’s global market place demands conflicting professional responsibilities in the form of unflinching “work-life commitment”. In organizational context, a high quality of work life balance is essential to continue attracting and retaining its employees. This kind of practice is having significant implications on employee attitudes, behaviours, wellbeing as well as organizational effectiveness. In contemporary times, many MNCs have been found focusing on organizing work-life programs as these are becoming an intelligent choice to help in increasing job satisfaction among employees and in career accomplishment. On the other hand, the popular concept of “organizational citizenship behaviour” inherently strives from its employees to extend their discretionary behaviours beyond the expected normal duties. However this kind of anticipated behaviour of employees is somehow silently contradicting the notion of work life balance. Thus, in this context, the influences of work life balance on organizational citizenship behaviour need to be explored. Keeping this objective in mind the present study examines the effect of work life balance on organizational citizenship behaviour. It is also going to examine the role of organizational commitment on the relationship between work life balance and organizational citizenship behaviour. A survey was conducted using a set of established questionnaire on work life balance, organizational citizenship behaviour and organizational commitment with employees and executives of manufacturing industries in eastern India. The study reports significant effects of work life balance on organizational citizenship behaviour. It also shows the mediating effect of organizational commitment on the relationship between work life balance and organizational citizenship behaviour. The study has suggested implications for researchers and practitioners in the field of human resource management and experts in the area of organizational development.
Article
Full-text available
This study investigated the nature of relationships of demographic factors (age and job tenure) and job satisfaction facets with organizational commitment. The study also sought to determine the impact of demographic factors and job satisfaction facets on organizational commitment. A sample consists of 128 employees from service industry selected randomly. Employees were given a Job Descriptive Index (JDI) questionnaire and the Organizational Commitment questionnaire (OCQ). Pearson's product moment correlation coefficient and multiple regression analyses were used to analyze the data. The Results of the study show that the mean values of job satisfaction and organizational commitment are at moderate side. A moderate significant positive relationship was found among job satisfaction facets, demographic factors, and organizational commitment. Supervision, pay, overall job satisfaction, age, and job tenure were the significant predictors of organizational commitment.
Article
Full-text available
This paper investigates the relationship between teachers ‘job satisfaction and organizational commitment and evaluates whether teachers’ age moderates the relationship between their job satisfaction and organizational commitment in Turkey case. All constructs were measured using instruments sourced from the extant literature and the questionnaire used in this study is designed to examine the relationships between job satisfaction, organizational commitment and age among teachers. The study specifically targeted teachers in secondary schools. In all, 432 copies of the questionnaire were distributed; 173 were returned and sixteen of them were excluded because they were incomplete; giving a response rate of 36%, which was deemed acceptable. The results of this study have some important implications for school managers and teachers. Organizational commitment positively correlated with job satisfaction. We suggest that age differences among teachers have moderating effect on relationships between their job satisfaction and organizational commitment and these relationships are nonlinear. The role of age in relationship between job satisfaction and organizational commitment is worth investigating further. Our findings highlight the need to consider differences of teachers’ age and school authorities need to develop strategies to deal with the needs of those teachers who experience less job satisfaction and commitment.
Article
Full-text available
Interest in Corporate Social Responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group – namely, employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The model predicts that a manager's charismatic leadership influences employees' interpretations about the motives underlying their companies' engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities they tend to attribute the organization's motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.
Article
Full-text available
We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N=1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in terms of work practices, as well as perceived organizational performance. Objective performance data were collected twice, two years apart. The split sample technique attenuated common source bias. Results of structural equation modeling, in which Time 1 financial performance measures were controlled, revealed that charisma increased financial performance; however culture did not do so. Culture and charisma were significantly related to perceived performance, and culture and charisma were interrelated. A longer time interval may be necessary before the effects of culture on financial performance become apparent. The findings are discussed against the backdrop of the value of intangible resources.
Article
Full-text available
Purpose The aim of this paper is to identify the effects of job satisfaction on organizational commitment for managers in large‐scale hotels in the Aegean region of Turkey and, in addition, to examine whether there is a significant relationship between the characteristics of the sample, organizational commitment, and job satisfaction. Design/methodology/approach Two structured questionnaires were administered to large‐scale hotel managers in the tourism industry. The survey instruments were adopted from the validated Minnesota Job Satisfaction and Organizational Commitment Questionnaire of Meyer‐Allen. The data were analyzed using Statistical Package for Social Sciences version 13.0. Findings The findings indicate that extrinsic, intrinsic, and general job satisfaction have a significant effect on normative commitment and affective commitment. In addition, the findings suggest that the dimensions of job satisfaction do not have a significant effect on continuance commitment among the managers of large‐scale hotels. When the characteristics of the sample are regarded, age, income level, and education have a significant relationship with extrinsic job satisfaction whereas income level indirectly affect affective commitment. Research limitations/implications Participants are limited to the managers of large‐scale hotels in Aegean region of Turkey so the results could not be generalized to the whole country; however, the number of respondents is assumed to be sufficient to provide comprehensive results. Practical implications Although job satisfaction is found to affect organizational commitment, practitioners should not disregard the fact that there is an interactive relationship between the two factors; otherwise, the organizations might be at risk. In addition, the governmental support is very important in minimizing the effects of seasonality problem in tourism. Originality/value The previous research studies in Turkey generally have focused on the organizational commitment and job satisfaction correlation among the employees in different sectors of Turkey but usually within one organization. Upper level managers' views and the tourism sector have sometimes been neglected. This research was conducted to address this deficit in Turkey in terms of reaching various hotels in a region, trying to measure the viewpoints of the upper level managers, and conducting the research in a labor‐intensive sector such as tourism.
Article
Full-text available
A pretest-posttest control-group design ( N  = 20) was used to assess the effects of transformational leadership training, with 9 and 11 managers assigned randomly to training and control groups, respectively. Training consisted of a 1-day group session and 4 individual booster sessions thereafter on a monthly basis. Multivariate analyses of covariance, with pretest scores as the covariate, showed that the training resulted in significant effects on subordinates' perceptions of leaders' transformational leadership, subordinates' own organizational commitment, and 2 aspects of branch-level financial performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Article
Full-text available
Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations.
Article
Full-text available
The authors tested the generalizability of J. P. Meyer and N. J Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment. Results of correlation and regression analyses were generally consistent with predictions made on the basis of the 3-component model and demonstrated that occupational and organizational commitment contribute independently to the prediction of professional activity and work behavior. [ABSTRACT FROM AUTHOR] Copyright of Journal of Applied Psychology is the property of American Psychological Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Article
Full-text available
People live in a multicultural society, where different sets of values and principles interact on a daily basis. In business, people from different parts of the world work together in an environment so rich in diverse cultural ideas and attitudes that it presents a huge chance for development through the huge flow of creative ideas, or the total opposite: an environment that easily can spark conflicts (Chapman, 2010). Globalization integrates different concepts about job satisfaction and adds a new dynamic to this rich world (Wormer, 2005) of opportunities. Regardless of origins, it is hard for an employee to perform a job day after day and still feel thrilled over time (Lee, 2005), or worse, for an employee to have a job that he/she never enjoyed in the first place. How can management reach higher levels of job satisfaction? How does the organization get involved in enhancing its employees’ sense of job satisfaction? How does job satisfaction relate to organization communication theories? This research focuses on the meaning of job satisfaction, its challenges, and how to effectively increase employee satisfaction. The aim of this research is to explore the sense of job satisfaction and the struggles employees face in government organizations by using a case study of different organizations in the UAE. One of the main research findings is job satisfaction is based on effective management, communication, facilities, and benefits, including salaries, technologies, and future job directions.
Article
Full-text available
Though early research on the work/nonwork interface was broader in scope, most recent research has focused on the interface between work and family. There is a need for an inclusive, validated measure of work/nonwork interference and enhancement that is appropriate for all workers regardless of their marital or family life status. The authors report here on 3 studies in which they develop a theoretically grounded and empirically validated multidimensional, bidirectional measure of work/nonwork interference and enhancement. All scale items refer to work/nonwork, whereas previous measures have mixed work/family and work/nonwork items or emphasize family roles in the nonwork domain. Quantitative analysis of the scale items yielded 17 items to measure work interference with personal life, personal life interference with work, work enhancement of personal life, and personal life enhancement of work. Confirmatory factor analyses and structural equation modeling results provide evidence for convergent, discriminant, and criterion-related validity for the scale from 2 large samples of workers (N = 540, N = 384) across multiple job types and organizations.
Article
Full-text available
Based on the effort-recovery model, this study links work-family conflict (WFC) and family-work conflict (FWC) with the concept of recovery. The authors hypothesize that 2 recovery strategies-psychological detachment from work and verbal expression of emotions-moderate the relationship of these 2 types of conflict with 2 indicators of well-being, namely psychological strain and life satisfaction. For our sample of 128 emergency professionals from Spain, psychological detachment from work moderated the relationship between WFC and psychological strain, and between FWC and life satisfaction. Verbal expression of emotions moderated the relationship between both types of conflict and psychological strain.
Article
Full-text available
The study of affect in the workplace began and peaked in the 1930s, with the decades that followed up to the 1990s not being particularly fertile. Whereas job satisfaction generally continues to be loosely but not carefully thought of and measured as an affective state, critical work in the 1990s has raised serious questions about the affective status of job satisfaction in terms of its causes as well as its definition and measurement. Recent research has focused on the production of moods and emotions at work, with an emphasis, at least conceptually, on stressful events, leaders, work groups, physical settings, and rewards/punishment. Other recent research has addressed the consequences of workers' feelings, in particular, a variety of performance outcomes (e.g., helping behaviors and creativity). Even though recent interest in affect in the workplace has been intense, many theoretical and methodological opportunities and challenges remain.
Article
Charismatic leadership is a critical construct that draws much attention from both academic and practitioner literatures. Despite the positive attention received by the charisma construct, some have criticized its conceptualization and measurement. These critiques have, in turn, cast doubt on what we know regarding the antecedents and outcomes of charismatic leadership. In this review, we adopt a recently developed definition of charismatic leadership and then conduct a meta-analysis of its antecedents and objective outcomes. Following an examination of 76 independent studies and 36,031 individuals, results indicate that the Big Five traits and cognitive ability vary in their association with charismatic leadership. Other findings show that dimensions of charismatic leadership predict outcomes of interest, such as supervisor-rated task performance, supervisor-rated citizenship behaviors, and group or organization performance. Several shortcomings are identified, however, in testing theoretical and methodological moderating variables. The present research ultimately provides a roadmap for new frontiers in theoretical, measurement and empirical work on charismatic leadership.
Article
Cross-validation is an important and often neglected step in the scientific process. Measurement models can vary across samples and must be tested and retested before they are accepted as valid. In a review of user satisfaction instruments, Klenke concludes that there is an appalling lack of effort to cross-validate MIS instruments and calls for efforts to retest the End-User Computing Satisfaction (EUCS) instrument using new data. Using different sampling methods and a new sample of 359 respondents, this study replicates an earlier confirmatory factor analysis of the EUCS instrument. This replication suggests that the EUCS instrument is robust (i.e., not affected by sampling methods) and can be used with confidence to evaluate information systems.
Article
Emotion and emotion-related concepts are interspersed throughout theories of charismatic and transformational leadership. Existing research in this area articulates expected relationships of global emotion constructs such as emotional intelligence, positive affect, and negative affect to leadership. However, there has been little attention to the potential roles of more specific emotions. This chapter describes some of the existing theoretical and empirical research on leadership and emotion, and proposes a framework to examine more systematically how specific emotions may influence transformational and charismatic leadership. The emotion framework is applied to two theories to demonstrate its utility in gaining a more in-depth understanding of how emotions influence leader communication, motivation, interpersonal relations, and relationship management with followers.
Article
Purpose – The purpose of this paper is to attempt to investigate how emotional labor strategies (i.e. surface acting and deep acting) affect job performance through job satisfaction. Another important objective of this study was to see whether perceived organizational support (POS) moderates the relationship between emotional labor strategies and job-related outcomes (i.e. job satisfaction and job performance). Design/methodology/approach – Structural equation modeling analysis provided support for the hypotheses from a sample of 309 South Korean department store sales employees. Findings – The results revealed that surface acting had a negative effect, whereas deep acting had a positive effect on job satisfaction. In addition, the relationship between emotional labor strategies (i.e. surface acting and deep acting) and job performance was significantly mediated by job satisfaction. Finally, POS significantly moderated the relationship between surface acting and job satisfaction, as well as the relationship between deep acting and job performance. Originality/value – The findings of this study contributed to the literature by identifying the relationship between surface and deep acting on organizational outcomes (i.e. job satisfaction and job performance), especially in a collectivist society (i.e. South Korea). In addition, this study also confirmed the important role of POS based on the norm of reciprocity between an organization and its members.
Article
This article reports on a study to measure the relationship between the six leadership behaviors identified by Conger and Kanunago and the two organizational commitment components identified by Porter and Smith. A total of 245 respondents from six organizations in south-eastern USA participated in the study. Pearson correlations of the factors from the two scales were computed and revealed that five of the six C-K factors were significantly correlated with the two commitment factors. These findings indicate leader’s sensitivity to member’s needs is related to organizational commitment, having a clear vision and articulating it seems related to commitment, and managers need to be clear about the goals and values of the organization. This study has implications for the strategic role of managers as change agents in organizations.
Article
This study examines the effects of four team-based structures on the organizational commitment of elementary teachers in an urban school district. The study model focuses on organizational commitment and includes three intervening, endogenous variables: teacher empowerment, school communication, and work autonomy. Team teaching had both direct and indirect effects on commitment to the school. Curriculum teamwork, governance teamwork, and community-relations teamwork each contributed indirectly to higher levels of teacher commitment. Research results suggest the need for organizational designs and procedures that reinforce teacher identification with and involvement in the school organization.
Article
Much has been written about organizational and professional commitment; however, little has been directed toward the internal auditing profession. Given the recent decline of Enron, WorldCom, etc., and new regulations (eliminating the outsourcing of internal auditing) the internal auditor is likely to gain more responsibility in the firm. It will benefit employers and the professions to better understand what leads the internal auditor to become committed to his/her organization and profession. This study addresses that need. Results show that factors influencing organizational commitment are different from those influencing professional commitment. Multiple linear regression models show strong relationships between organizational commitment and job meaningfulness; however, task identity has a strong positive relationship with professional commitment while gender and organization size (services sector and internal auditor certification) have a positive (negative) influence on organizational commitment. Internal auditor certification also shows a positive impact on professional commitment. Management implications of these results are discussed.
Article
This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross-section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.
Book
DEVELOPMENT AND NORMATIVE DATA ARE PRESENTED FOR THE MINNESOTA SATISFACTION QUESTIONNAIRE, A MEASURE OF JOB SATISFACTION. EXTENSIVE NORMATIVE DATA ARE INCLUDED FOR THE 21-SCALE LONG FORM, AND ADDITIONAL DATA ARE GIVEN FOR THE 3-SCALE SHORT FORM. RELIABILITY AND VALIDITY DATA AND SCORING INSTRUCTIONS FOR BOTH FORMS ARE INCLUDED. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Article
The present study examined the factor structure of, and relationships between, multi-dimensional constructs of organizational commitment (OC) and contextual performance (CP) in the context of the private club industry. Data were collected from private club leaders (N = 549) via a web survey. Structural equation modeling showed that affective commitment (AC) had the strongest positive effects on both dimensions of CP. Continuance commitment (CC) related negatively to both dimensions of CP; however, the relationship between CC and job dedication only was statistically significant. Normative commitment was associated positively with both dimensions of CP, but these two relationships were not statistically significant.
Article
The authors conducted meta-analyses to assess (a) relations among affective, continuance, and normative commitment to the organization and (b) relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model. They found that the three forms of commitment are related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. Affective and continuance commitment generally correlated as expected with their hypothesized antecedent variables; no unique antecedents of normative commitment were identified. Also, as expected, all three forms of commitment related negatively to withdrawal cognition and turnover, and affective commitment had the strongest and most favorable correlations with organization-relevant (attendance, performance, and organizational citizenship behavior) and employee-relevant (stress and work–family conflict) outcomes. Normative commitment was also associated with desirable outcomes, albeit not as strongly. Continuance commitment was unrelated, or related negatively, to these outcomes. Comparisons of studies conducted within and outside North America revealed considerable similarity yet suggested that more systematic primary research concerning cultural differences is warranted.
Article
We examined the relation between work–family balance and quality of life among professionals employed in public accounting. Three components of work–family balance were assessed: time balance (equal time devoted to work and family), involvement balance (equal involvement in work and family), and satisfaction balance (equal satisfaction with work and family). For individuals who invested substantial time in their combined work and family roles, those who spent more time on family than work experienced a higher quality of life than balanced individuals who, in turn, experienced a higher quality of life than those who spent more time on work than family. We observed similar findings for involvement and satisfaction. We identified the contributions of the study to the work–family balance literature and discussed the implications of the findings for future research.
Article
This study used multi-source field data collected in five organizations to examine linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred and eighteen managers provided self-reports of their personal values and ratings of their followers' extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers' charismatic leadership. Superiors of the focal managers provided ratings of managerial performance 2 months after collecting the managers' and subordinates' ratings. Results indicated that traditional, collectivistic work, self-transcendent, and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers' extra effort and OCB. Managerial performance moderated the relationships between leaders' values, charismatic leadership, and followers' outcomes.
Article
It is now well recognized that employees can develop multiple work-relevant commitments, and that commitment itself is a multidimensional construct. Unfortunately, there remains considerable disagreement, both within and across work commitment literatures (e.g., organizational, occupational, union), about what commitment is, its dimensionality, how it develops, and how it affects behavior. We argue that commitment should have a “core essence” regardless of the context in which it is studied, and that it should therefore be possible to develop a general model of workplace commitment. We propose such a model based on the propositions that commitment (a) is a force that binds an individual to a course of action of relevance to a target and (b) can be accompanied by different mind-sets that play a role in shaping behavior. We demonstrate how this model helps to explain existing research findings and can serve as a guide for future research and for the management of workplace commitments.
Article
Purpose The purpose of this paper is to investigate the relationship between human resource management (HRM) practices and workers' overall job satisfaction and their satisfaction with pay. Design/methodology/approach The paper uses British data from two different cross‐sectional datasets. It estimates probit models with overall job satisfaction and satisfaction with pay as subjective dependent variables. Findings After controlling for personal, job and firm characteristics, it is found that several HRM practices raise workers' overall job satisfaction and their satisfaction with pay. However, these effects are only significant for non‐union members. Satisfaction with pay is higher where performance‐related pay and seniority‐based reward systems are in place. A pay structure that is perceived to be unequal is associated with a substantial reduction in both non‐union members' overall job satisfaction and their satisfaction with pay. Although HRM practices can raise workers' job satisfaction, if workplace pay inequality widens as a consequence then non‐union members may experience reduced job satisfaction. Research limitations/implications The data sets used in the analysis are cross‐sectional, presenting a snapshot of impacts of HRM practices on job satisfaction at a particular point in time. Dynamic effects are therefore not captured. Originality/value The paper adds to the empirical literature on effects of HRM practices, focussing on impacts on both overall job satisfaction and satisfaction with pay. A novel feature of the paper is the use of two separate data sets to develop complementary empirical results.
Article
In 2 studies, the authors found that leader charisma was positively associated with followers' positive affect and negatively associated with followers' negative affect. The authors hypothesized that leaders' positive affect, positive expression, and aroused behavior will mediate these relationships. The results of their lab study suggest that leaders' positive expression and aroused behavior mediated these relationships. A field study showed that firefighters under the command of a charismatic officer were happier than those under the command of a non-charismatic officer and that these relationships were mediated by the leader's positive affect and a tendency to express positivity.
The Relationship of Organizational Commitment, Job Satisfaction, and Perceived Organizational Support of Telecommuters in The National Capital Region
  • C A I Aban
  • V E B Perez
Aban, C. A. I., & Perez, V. E. B. (2019). The Relationship of Organizational Commitment, Job Satisfaction, and Perceived Organizational Support of Telecommuters in The National Capital Region, 8(4), 162-198.
Effect of Compensation and Work Life Balance on Job Satisfaction Mediated Work Stress
  • A Alianto
  • Rina Anindita
Alianto, A., & Rina Anindita. (2018). Effect of Compensation and Work Life Balance on Job Satisfaction Mediated Work Stress. Esa Superior University.
Work Motivation Model and Organizational Commitment As a Consequence of the Involvement of Non-Pts Lecturer Employees in DKI Jakarta
  • L Amalia
Amalia, L. (2019). Work Motivation Model and Organizational Commitment As a Consequence of the Involvement of Non-Pts Lecturer Employees in DKI Jakarta. Esa Superior University.
Employee satisfaction, entrepreneurship and firm growth: A model. Industrial Management and Data Systems
  • J A Antoncic
  • B Antoncic
Antoncic, J. A., & Antoncic, B. (2011). Employee satisfaction, entrepreneurship and firm growth: A model. Industrial Management and Data Systems, 111(4), 589-607.
A Study on Work Life Balance of Working Married Women Employed in Software Industry with Reference to Indore City
  • J Ashima
Ashima, J. (2015). A Study on Work Life Balance of Working Married Women Employed in Software Industry with Reference to Indore City. Advances In Management, 8(12), 12-16.
Achieving work life balance through flexible work schedules and arrangements. Global Business and Management
  • E K Dizaho
  • R Salleh
  • Abdullah
Dizaho, E. K., Salleh, R., & Abdullah, (2017). Achieving work life balance through flexible work schedules and arrangements. Global Business and Management: An International Journal, 9(1), 455-466.
Work-Life Balance: There is no 'one-size-fitsall' solution
  • K Dundas
Dundas, K. (2008). Work-Life Balance: There is no 'one-size-fitsall' solution. K O'Rourke (Ed.), Managing Matters. Graduate College of Management, Southern Cross University, New South Wales, Vol. Summer (3), Pp. 7-8.
Perception of Transformational Leadership as a Moderation of the Influence between Work-Life Balance on Employee Organizational Commitment. Economic Tower
  • Elfitra Azliyanti
Elfitra Azliyanti. (2017). Perception of Transformational Leadership as a Moderation of the Influence between Work-Life Balance on Employee Organizational Commitment. Economic Tower, ISSN: 2407-8565; E-ISSN: 2579-5295 Volume III No. 6.
The Impact of Compensation, Motivation, and Job Satisfaction on
  • Elprida Sidabutar
  • Tantri Yanuar Rahmat Shah
Elprida Sidabutar, Tantri Yanuar Rahmat Shah, R. A. (2020). The Impact of Compensation, Motivation, and Job Satisfaction on
Relationship between Work-Life Balance & Organizational Commitment
  • Amjad Gulbahar
  • A Kundi
  • G Qureshi
  • Q Akhtar
Gulbahar, Amjad, A., Kundi, G., Qureshi, Q., & Akhtar, R. (2014). Relationship between Work-Life Balance & Organizational Commitment. Research on Humanities and Social Sciences, 4(5), 1-7.
The Case for Work Life Balance: Closing the Gap between Policy and Practice
  • Hudson
Hudson. (2005). "The Case for Work Life Balance: Closing the Gap between Policy and Practice." 8:20 p.m. Hudson Global Resources.
Analysis of the Effect of Work Life Balance on Organizational Commitment through Job Satisfaction of Nurses as Mediators
  • Intan Nirmalasari
Intan Nirmalasari. (2018). Analysis of the Effect of Work Life Balance on Organizational Commitment through Job Satisfaction of Nurses as Mediators. University of March 1.
Influence of Work Life Balance on Organisational Commitment: A Comparative Study of Women Employees Working in Public and Private Sector Banks
  • Joshi Sethi
Joshi Sethi, U. (2014). Influence of Work Life Balance on Organisational Commitment: A Comparative Study of Women Employees Working in Public and Private Sector Banks. European Journal of Business and management online), 6(34), 2222-2839.