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研方Final ppt
1. The Importance of Organizational Identification on Job Satisfaction:
Comparison with Team-Member Exchange,
and the role of Organizational Identification as a moderator
2. 1. The Research Focus
2. Main Framework
3. ANOVA Analysis
4. Questionnaires
5. Results, Practical Implications and Suggestions
This research focused on how TMX(Team-Member
Exchange) and OI(Organizational Identification) influences Job
satisfaction. We grouped TMX and OI in four categories of high
and low to implement an ANOVA analysis to see which
provides a greater effect. Additional to testing this model, we
tested the main framework of OI as the moderator between
the effect of TMX to job satisfaction. We gave out
questionnaires and collected 120 samples from different
industries. The results prove the importance of increasing both
TMX and OI, with OI as a priority, to enhance job satisfaction.
These are our practical implications and suggestions for the
working environment.
3.
4. 01/ Introduction
Background Information
1. The importance of Job Satisfaction
2. Factors that influence Job Satisfaction
Motivation Theories
3. TMX(Team-Member Exchange)
4. OI (Organizational Identification)
5. 01/ Introduction
Research Gap & Niches
1. TMX->JS :
(1) Gap/Niche: Only high quality exchange
(2) What we did: Compare both high and low quality exchange
2. OI&TMX->JS:
(1) Gap/Niche : OI->JS research missing.
(2) What we did : ANOVA Comparison
3. OI as Moderator between TMX->JS :
(1) Gap/Niche : Lack integrated structure.
(2) What we did : Propose a structure to combine them.
6. 01/ Introduction
Research Purpose and Value
If we could explain the correlations in the structure, we could suggest
companies to:
(1) Increase or decrease OI to enhance the effect of TMX on job
satisfaction.
(2) See which factor should be prioritized.
to increase job satisfaction and improve the working environment.
7.
8. 02/ Literature Review
Literature of Variables
Team-Member Exchange (TMX)
An individual member’s perceptions of his or her exchange
relationship within one group or team (Seers, 1989)
When the employee who has low conscientiousness or
agreeableness exists in the organization, the development of LMX is
very critical.
The reciprocal exchange relationships between members with a
team in terms of ideas, assistance, communication, and support
9. 02/ Literature Review
Literature of Variables
Job Satisfaction Definition
Overall feelings and emotions an individual employee has to
the role he or she plays in the organization.
(Mark A. Tietjen and Robert M. Myers (1988))
Weiss, 1967:
Three dimensions:
1. Intrinsic job satisfaction
Personal job characteristics: Work, achievement
2. Extrinsic job satisfaction
Environmental job characteristics: Coworkers, Supervision…etc
3. General Job satisfaction
10. 02/ Literature Review
Literature of Variables
Organizational Identification (OI)
A perceived oneness with an organization and the experience
of the organization's successes and failures as one's own.
OI is correlated with a wide range of work-related attitudes,
behaviors, and context variables.
OI greatly affects organization’s dedication or job content(wide
range of work-related attitudes, behaviors, and context variables.).
Ashforth and Mael (1992)
11. 02/ Literature Review
Literature of Variables
1. Team-Member Exchange and Job Satisfaction
People with high quality in TMX among group members are more likely to facilitate job
satisfaction.
2. Organization Identification and Job Satisfaction
Organizational identifications and job-related variables like job satisfaction mutually
affect each other.
3. Team-Member Exchange and Organization Identification
In high-quality TMX situations, an organization-identified employee would receive
mutual care, support, and feedback from his or her colleagues.
(S.P FONG & K.Y HO April 2010)
(Knippenberg, D., & Schie, E. C. M. 2000)
(Liden, Wayne and Sparrowe 2000)
12. 02/ Literature Review
Hypothesis
Hypothesis1 Four clusters which contain different degrees in Team-Member
exchange and Organization Identification have significant
differences in Job Satisfaction.
Hypothesis2 Team-Member Exchange has a positive relationship with Job
Satisfaction
Hypothesis3 Organization Identification can moderate the relationship
between Team-Member Exchange and Job Satisfaction. That is,
when organization identification is higher, the positive relationship
between Team-member Exchange and Job Satisfaction will be
strengthened.
15. 03/ Method
Variables Measures
Team-member Exchange(TMX)
(Seers, 1989)
An individual member’s perceptions of his or her
exchange relations within the group or team
Job Satisfaction
(Mark A. Tietjen and Robert M. Myers ,1988)
Overall feelings and emotions an individual
employee has to the role he or she plays in the
organization.
Organization Identification
(Ashforth and Mael ,1992)
A perceived oneness with an organization and
the experience of the organization's successes
and failures as one's own.
19. 03/ Method
Questionnaire Original Short-Form MSQ (1)
1. Being able to keep busy all the time …….
2. The chance to work alone on the job ……..
3. The chance to do different things from time to time ……….
4. The chance to be somebody in the community ……..
5. The way my boss handles his/her workers……..
6. The competence of my supervisor in making decision ………..
7. Being ale to do things that don’t go against my conscience………..
8. The way my job provides for steady employment ……….
9. The chance to do things for other people ……..
10. The chance to tell people what to do……..
20. 03/ Method
Questionnaire Original Short-Form MSQ (2)
11. The chance to do something that makes use of my abilities ……
12. The way company policies are put into practice……….
13. My pay and the amount of work I do …….
14. The chances for advancement on this job……..
15. The freedom to use my own judgment ………
16. The chance to try my own methods of doing the job ………
17. The working conditions ………..
18. The way my co-workers get along with each other…….
19. The praise I get for doing a good job ……..
20. The feeling of accomplishment I get from the job ……..
26. 03/ Method
CMV
To Avoid the same people finishing one questionnaire, we
divided the Questionnaire distribution into 2 stages.
We avoided the same respondent finishing different variance
questionnaires at the same time.
We Divided the questionnaire into 2 stages, the first stage is to
observe TMX and OI, the second stage is to observe JS.
We waited a week for individual employee perceptions of TMX
and OI to affect Job Satisfaction.
27.
28. 04/ RESULT Description AnalysisDemographic of samples (N=120)
Attributes Options Frequency Percentage
Gender Male 42 35 %
Female 78 65 %
Age
16~20 years old 3 2.5%
21~25 years old 23 19.2 %
26~30 years old 61 50.8%
31~35 years old 23 19.2%
36~40 years old 7 5.8%
41~45 years old 1 0.8%
46~50 years old 1 0.8%
51~60 years old 1 0.8%
60 years old above 0 0 %
Industry
Type
Financial Service Industry 3 2.5%
Information and communication Service Industry 2 1.7%
Health Care Service Industry 3 2.5%
Service Industry 46 38.3%
Traditional Manufacturing Industry 11 9.2%
High-Tech Manufacturing Industry 10 8.3%
Circulation of Retail Industry 13 10.8%
Military, Government, Education Employees 11 9.2%
Others 21 17.5%
29. 04/ RESULT Description Analysis
Demographic of samples (N=120)
Attributes Options Frequency Percentage
Position
First-Line Employees 94 78.3%
Salesman 7 5.8 %
Junior Manager 10 8.3 %
Middle Manager 3 2.5 %
Senior Manager 1 8%
Others 5 4.2%
Tenure
Less than 1 year 32 26.7%
Between 1 to 3 years 41 34.2%
Between 3 to 5 years 26 21.7%
Between 5 to 8 years 11 9.2%
Between 8 to 10 years 5 4.2%
10 years above 5 4.2%
30. 04/ RESULT
Correlation Coefficient
H2: Supported
Team-Member Exchange has a positive relationship with Job Satisfaction
* N=120
**. Correlation is significant at the 0.01 level (2-tailed).
Our questionnaire uses 1-7 Likert scale.
35. OI
TMX HIGH LOW
HIGH 1 3
LOW 2 4
04/ RESULT
Group Dividing
Organization
Identification??
Team-Member
Exchange??
And
36. Difference
between
OI & TMX
Group/Frequency/Mean F-Value Post Hoc
Test
(1) (2) (3) (4)
High OI
&
High TMX
High OI
&
Low TMX
Low OI
&
High TMX
Low OI
&
Low TMX
N=12 N=3 N=5 N=19
Job
Satisfaction
5.417 4.533 4.800 3.800
13.499***
(P<0.001)
(1)>(4)
(3)>(4)
Note: p*<.05 ; p**<.01 ; p***<.001
04/ RESULT
ANOVA
H1: Supported
Four clusters which contain different degrees in Team-Member exchange and Organization Identification
have significant differences in Job Satisfaction.
37. 04/ RESULT
Moderating Effect
Equation 1 Equation 2 Equation 3
AGE
JOB
POS
YEAR
SEX
0.397
0.757
0.083
0.261
0.047
0.305
0.865
0.120
0.246
0.501
0.294
0.994
0.249
0.199
0.465
TMX
OI
TMX*OI
0.000
0.008
0.000
0.001
0.020*
F Value
d.f
R2
△R2
1.901
5
0.077
0.036
9.002
7
0.360
0.320
8.887
8
0.390
0.346
note: *p<0.05, **p<0.01, ***p<0.001
SPSS Steps
Step 1: Calculate the
Z-score of the IV and the
moderator
Step 2: Multiply both
Z-scores = Interaction Term
Step 3:
(1)Put Control Variables in
Model 1
(2)Both Z-scores in Model 2
(3)Put the Interaction Term
in
Model 3
38. 04/ RESULT
Strengthened positive relationship
H3: Supported
Organization Identification can moderate the relationship between Team-Member Exchange and Job Satisfaction.
39.
40. 05/ Conclusion
Short Conclusion
1. In four clusters
High OI & High TMX has greater influence than Low OI & Low TMX in JS.
Low OI & High TMX has greater influence than Low OI & Low TMX in JS.
However, High OI & Low TMX and Low OI & High TMX have no significance in JS.
2. Further discussion
Our results showed that OI can strengthen the relationship between TMX and JS.
41. 05/ Conclusion
Discussion
1. Research
(a) We have external validity, which can be utilized in different industries
(b) Add more moderators to try to find different relationship in the model of IV to DV
2. Practical
(a) Suggest companies to enhance both TMX and OI to increase JS
(b) Companies can try to increase employees OI first and then can make it much easy to
increase JS if the company increases TMX
42. 05/ Conclusion
Limitation & Recommendation
1. Sample size too small
2. Software: SPSS, LISREL, AMOS, Smart PLS
3. Limitation of Control Variables
(a) Tenure: Most of our samples (half) worked for less than 3 years.
(b) Add an additional control variable: Level of Education.
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