This study examined how hotel employees' perceived organizational support, psychological empowerment, organizational citizenship behavior, and job performance are related. A survey of 513 Taiwan hotel employees found that perceived organizational support and psychological empowerment positively influenced organizational citizenship behavior. Psychological empowerment and organizational citizenship behavior positively influenced job performance, while perceived organizational support did not. Organizational citizenship behavior partially mediated the relationships between perceived organizational support and job performance, and between psychological empowerment and job performance. The results suggest hotel managers should encourage behaviors beyond employees' regular duties to improve performance.
A Study of Employee Satisfaction Perception in Accommodation Sector in Odishainventionjournals
The State of Odisha has witnessed unprecedented growth in hotel industry in the recent past. Although there is an exponential growth in the number of hotels in the State, the rate or employee turnover is increasing each year which in turn is affecting the employee satisfaction. Thus, the key to retain employees in an organisation is employee satisfaction which is considered to be a vital component for organisational success. The present study employs four variables viz., job security, occupational stress, motivation and salary & benefits in relation to employee satisfaction in accommodation sector in Odisha. A sample size of 125 employees’ responses across different accommodation units in Odisha were collected through a structured questionnaire. Multiple regression analysis was carried out to study the correlation between the four independent variable and dependent variable. The findings of the study suggest that there is a significant positive correlation between job security, occupational stress, motivation and salary & benefits and employee satisfaction. Based on the analysis of the study, appropriate approaches to improve employee satisfaction in accommodation sector were suggested for a mutual-beneficial relationship between the employees and employers.
Impact of Employee Role Overload on Employee's Performance: An Evidence from...Khizar Hayat Awan
The present research tends to explore the four variable's relationship with the problem statement of “Impact of employee role overload on employee's performance”. This scrutiny is quantitative in nature that has explored the new dimensions of all these variables that are being assimilated together first time in the history of banking industry. Especially, work related self-efficacy and service interaction quality have been taken as main contribution in this study that has approved this inquiry more significant with the help of literature by merging it
with current scenario of commercial banking sector's employee performance in Faisalabad-Pakistan. Data was collected from 204 employees and from their supervisors.All proposed hypothesis has been approved significant by the assistance of Cronbach's Alpha, correlation and regression measurement. Thus some managerial implications regarding employee performance can be improved by deploying the right person at right place. The study also suggested that banking sector must comprehend the increase of employee
performance and banks must have to overcome role overload, so that employees can work freely and satisfy customers.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
Selected job characteristics and performance of nursing employees in national...Alexander Decker
This document discusses a study examining the effects of two job characteristics - task identity and autonomy - on the performance of nurses working in Kenyan national referral hospitals. The study was a survey of 320 nurses that used questionnaires to collect data on nurses' perceptions of these two characteristics and their self-reported performance. The results showed that autonomy had a stronger positive effect on performance than task identity. The document recommends that hospital management redesign nurses' jobs to enhance positive outcomes like commitment and satisfaction through increasing autonomy.
Akkermans & Tims (2016) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study examines whether career competencies can enhance subjective career success in terms of perceived employability and work-home balance through job crafting behaviors. The results showed that job crafting mediated the positive relationship between career competencies and both internal and external perceived employability as well as work-home enrichment. However, career competencies were also positively related to work-home interference through job crafting. The findings suggest that career competencies and job crafting can help employees achieve better career success by improving their employability and work-home balance.
The Effect of Job Rotation Practices on Employee Job Performance; Mediating R...Dr. Amarjeet Singh
Job rotation is a broadly used approach followed by
many organizations to make more committed employees
towards work at various levels of the hierarchy of the
organization. This strategy identified as a motivating factor
for the employee development. Thus the study focus on two
objectives as To identify the impact of employee job rotation
practices on job performances of Operational levels
employees in banking industry of Sri Lanka and To identify
the impact of employee job rotation practices on job
performances through intrinsic motivation of Operational
levels employees in banking industry of Sri Lanka.
Questionnaires were administered to collect primary data
from the 100 operational level employees in private
commercial banks in Colombo district. Descriptive statistics,
Regression analysis as well as Baron and Kenny Mediation
Analysis method were directed to analyze the data by using
SPSS statistical package. The study revealed that job rotation
is an important programme for allowing employees to
acquire new skills, enhance staff productivity, develop new
relationships across the company and gain skills needed for
future career advancement and it impact on the employee job
performances. Moreover mediating analysis implies that
Intrinsic Motivation partially mediate the relationship
between Job Rotation Practices and employee Job
Performances. The findings of the study will beneficial for the
employers to structure their job rotation practices to develop
employee performances in the future.
Plomp et al. (2016) - Career Competencies and Job Crafting: How proactive Emp...Jos Akkermans
This study examines how proactive employees influence their well-being through job crafting and career competencies. The study found that proactive personality was positively related to both job crafting and career competencies. Job crafting and career competencies were both found to mediate the positive relationship between proactive personality and employee well-being, as measured by job satisfaction and perceived health. The findings suggest that proactive employees can enhance their well-being through both proactively shaping their job duties and developing career-related skills and abilities.
FACTORS AFFECTING THE INVOLVEMENT OF EMPLOYEES IN STATE OWNED ENTERPRISES (SO...IAEME Publication
This study aimed to obtain empirical evidence of factors that affect involvement of
employees at PT. Jasa Raharja (Persero) Branch Aceh. There have been many
previous studies examine on this topic, but along with the passing of time and changes
in the environment that is so powerful it is necessary to reconfirm the factors that
affect JI especially in the organization of PT. Jasa Raharja (Persero) Branch Aceh.
Primary data was taken by circulating questionnaires to the company employees 98
people with census method. Data were analyzed using SEM with AMOS program
assistance. Results of the analysis showed that the independent variables OI, PF, and
Tr contribute significantly to the dependent variable JI, while the independent
variables POS and Mtv not contribute at all to the JI. Furthermore, also found that all
the independent variables have a close correlation linearly either contribute or not.
A Study of Employee Satisfaction Perception in Accommodation Sector in Odishainventionjournals
The State of Odisha has witnessed unprecedented growth in hotel industry in the recent past. Although there is an exponential growth in the number of hotels in the State, the rate or employee turnover is increasing each year which in turn is affecting the employee satisfaction. Thus, the key to retain employees in an organisation is employee satisfaction which is considered to be a vital component for organisational success. The present study employs four variables viz., job security, occupational stress, motivation and salary & benefits in relation to employee satisfaction in accommodation sector in Odisha. A sample size of 125 employees’ responses across different accommodation units in Odisha were collected through a structured questionnaire. Multiple regression analysis was carried out to study the correlation between the four independent variable and dependent variable. The findings of the study suggest that there is a significant positive correlation between job security, occupational stress, motivation and salary & benefits and employee satisfaction. Based on the analysis of the study, appropriate approaches to improve employee satisfaction in accommodation sector were suggested for a mutual-beneficial relationship between the employees and employers.
Impact of Employee Role Overload on Employee's Performance: An Evidence from...Khizar Hayat Awan
The present research tends to explore the four variable's relationship with the problem statement of “Impact of employee role overload on employee's performance”. This scrutiny is quantitative in nature that has explored the new dimensions of all these variables that are being assimilated together first time in the history of banking industry. Especially, work related self-efficacy and service interaction quality have been taken as main contribution in this study that has approved this inquiry more significant with the help of literature by merging it
with current scenario of commercial banking sector's employee performance in Faisalabad-Pakistan. Data was collected from 204 employees and from their supervisors.All proposed hypothesis has been approved significant by the assistance of Cronbach's Alpha, correlation and regression measurement. Thus some managerial implications regarding employee performance can be improved by deploying the right person at right place. The study also suggested that banking sector must comprehend the increase of employee
performance and banks must have to overcome role overload, so that employees can work freely and satisfy customers.
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
Selected job characteristics and performance of nursing employees in national...Alexander Decker
This document discusses a study examining the effects of two job characteristics - task identity and autonomy - on the performance of nurses working in Kenyan national referral hospitals. The study was a survey of 320 nurses that used questionnaires to collect data on nurses' perceptions of these two characteristics and their self-reported performance. The results showed that autonomy had a stronger positive effect on performance than task identity. The document recommends that hospital management redesign nurses' jobs to enhance positive outcomes like commitment and satisfaction through increasing autonomy.
Akkermans & Tims (2016) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study examines whether career competencies can enhance subjective career success in terms of perceived employability and work-home balance through job crafting behaviors. The results showed that job crafting mediated the positive relationship between career competencies and both internal and external perceived employability as well as work-home enrichment. However, career competencies were also positively related to work-home interference through job crafting. The findings suggest that career competencies and job crafting can help employees achieve better career success by improving their employability and work-home balance.
The Effect of Job Rotation Practices on Employee Job Performance; Mediating R...Dr. Amarjeet Singh
Job rotation is a broadly used approach followed by
many organizations to make more committed employees
towards work at various levels of the hierarchy of the
organization. This strategy identified as a motivating factor
for the employee development. Thus the study focus on two
objectives as To identify the impact of employee job rotation
practices on job performances of Operational levels
employees in banking industry of Sri Lanka and To identify
the impact of employee job rotation practices on job
performances through intrinsic motivation of Operational
levels employees in banking industry of Sri Lanka.
Questionnaires were administered to collect primary data
from the 100 operational level employees in private
commercial banks in Colombo district. Descriptive statistics,
Regression analysis as well as Baron and Kenny Mediation
Analysis method were directed to analyze the data by using
SPSS statistical package. The study revealed that job rotation
is an important programme for allowing employees to
acquire new skills, enhance staff productivity, develop new
relationships across the company and gain skills needed for
future career advancement and it impact on the employee job
performances. Moreover mediating analysis implies that
Intrinsic Motivation partially mediate the relationship
between Job Rotation Practices and employee Job
Performances. The findings of the study will beneficial for the
employers to structure their job rotation practices to develop
employee performances in the future.
Plomp et al. (2016) - Career Competencies and Job Crafting: How proactive Emp...Jos Akkermans
This study examines how proactive employees influence their well-being through job crafting and career competencies. The study found that proactive personality was positively related to both job crafting and career competencies. Job crafting and career competencies were both found to mediate the positive relationship between proactive personality and employee well-being, as measured by job satisfaction and perceived health. The findings suggest that proactive employees can enhance their well-being through both proactively shaping their job duties and developing career-related skills and abilities.
FACTORS AFFECTING THE INVOLVEMENT OF EMPLOYEES IN STATE OWNED ENTERPRISES (SO...IAEME Publication
This study aimed to obtain empirical evidence of factors that affect involvement of
employees at PT. Jasa Raharja (Persero) Branch Aceh. There have been many
previous studies examine on this topic, but along with the passing of time and changes
in the environment that is so powerful it is necessary to reconfirm the factors that
affect JI especially in the organization of PT. Jasa Raharja (Persero) Branch Aceh.
Primary data was taken by circulating questionnaires to the company employees 98
people with census method. Data were analyzed using SEM with AMOS program
assistance. Results of the analysis showed that the independent variables OI, PF, and
Tr contribute significantly to the dependent variable JI, while the independent
variables POS and Mtv not contribute at all to the JI. Furthermore, also found that all
the independent variables have a close correlation linearly either contribute or not.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management
AN EMPIRICAL STUDY ON THE EFFECT OF DEMOGRAPHIC VARIABLES ON QUALITY OF WORK ...IAEME Publication
In this era of globalization, the organizations have realized the importance of human resources in achieving the goals of organizations. Improving Productivity, enhancing employee commitment, reducing attrition rate are some of the major challenges the organizations are facing in today’s dynamic environment. Quality of Work Life(QWL) has emerged as a concept whose main foundation is on developing jobs and working conditions that satisfy the employees personal needs through their experience in the organization. QWL refers to a relationship between the employees and their work environment by including the human perspective to the economic and technical perspective, thereby improving the overall satisfaction, motivation, commitment and involvement employees experience while working in the organizations. Rise in the Quality of Work Life enhances employees' wellbeing there by the wellbeing of the whole organization.
Akkermans et al. (2013) - The Role of Career Competencies in the JD-R ModelJos Akkermans
This study investigated the role of career competencies as a mediator in the Job Demands —
Resources model. Structural equation modeling with data from 305 young employed persons
aged 16–30 years showed that career competencies are positively related to job resources and
work engagement, but not to job demands and emotional exhaustion. Furthermore, career
competencies had a partially mediating effect on the relationship between job resources and
work engagement, and job resources had a partially mediating effect on the relationship
between career competencies and work engagement. These findings suggest that career
competencies may act in a similar way as personal resources in fostering work engagement.
Our results underline the importance of combining research on job design and career
development, and suggest that career competencies may have a role in stimulating employee
wellbeing. Career counselors and HR programs may benefit from this insight by simultaneously
increasing job resources and career competencies to increase employee wellbeing.
The changing nature of the workplace has created different employees' expectations and demands. As a result, the working environment is no longer associated with employees that are rigid and treating jobs as static sets of tasks. Instead, employees are being proactive in developing and adjusting their work roles and functions. The act or behaviour of these employees in adapting their work roles to match their needs and preferences is called job crafting. Goal orientation is considered as an important dimension in influencing their behaviours. However, there has been little research on how the mindset, especially public sector employee's goal orientation, adapt to the changing and challenging world of work. Using Partial Least Square approach with 150 samples, the study showed that public employees with learning goal orientation do embraced job crafting activities and the surprising finding that those with performance prove do not embraced such activities.
EMPLOYEE ENGAGEMENT & RETENTION: A REVIEW OF LITERATUREIJBBR
The other objective is to analyze the critical factor which can affect the level of retention & engagement of
employees with the help of literature review. For the current article the researchers reviewed 30 relevant
research papers/ literature comprising employee retention& engagement concepts and practices amply.
The findings of the study like good training & development, compensation structures, autonomy, quality of
work life, work polices and arrangements will lead the managers and management to a new dimension with
holistic approach in the field of employee retention & engagement.
This document summarizes a research article that explores hospitality employees' views on dissatisfying working conditions based on interviews. The article discusses how poor working conditions like low pay, difficult supervision, and stressful environments can severely reduce employee motivation and satisfaction according to Herzberg's two-factor theory. When hygiene factors are not met, motivating factors have no effect, leading to high turnover. The study aims to present hospitality workers' own views on how well their needs are met to understand dissatisfaction. Verbatim comments from employees describe problems like unfair treatment, unethical practices, and illegal behavior. The conclusion is that with unmet hygiene factors, employees are unlikely to find work satisfying and will seek other jobs.
Akkermans & Tims (2017) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study aimed to investigate whether career competencies could enhance an
employee's subjective career success in terms of perceived employability and
work–home balance via job crafting behaviors. Based on Job Demands-
Resources (JD-R) Theory, we examined a potential motivational process in
which career competencies, as a personal resource, would enhance career success
through expansive job crafting. The results showed that job crafting mediated
the positive relationship between career competencies and both internal
and external perceived employability. In addition, job crafting mediated the
positive relationship between career competencies and work–home enrichment.
We expected a negative association between job crafting and work–home interference,
yet our results indicated that career competencies are indirectly and
positively related to work–home interference via job crafting. With our findings,
we add to JD-R Theory by (1) showing that career competencies may be
considered a personal resource, (2) empirically examining the role of job crafting
in motivational processes, and (3) showing that enhanced subjective career
success can be an outcome of motivational processes. Organisations may use
these findings to implement developmental HR practices aimed at increasing
career competencies and job crafting.
Study the effects of antecedents of employee satisfaction in banking sector o...Alexander Decker
The document discusses a study on the factors affecting employee satisfaction in the banking sector of Pakistan. It examines six hypothesized antecedents of employee satisfaction: autonomy, challenge, performance measures, feedback, instrumentality, and stability/security. Data was collected through questionnaires from 180 employees of top banks in Pakistan. The results of the study found that all six factors had a positive and significant correlation with employee satisfaction. Autonomy had the strongest effect, followed by instrumentality, performance measures, challenge, feedback, and stability/security. The study provides evidence that enhancing these workplace factors can increase levels of employee satisfaction in the banking industry.
This study examined staffing issues in the front office department of Malaysian hotels through interviews with 14 front office managers. It found that high employee turnover is a major problem caused by a complex set of factors. Previous Malaysian studies on hotel staffing have primarily focused on turnover intentions through quantitative methods. This qualitative study helps address gaps in understanding the specific issues faced by front office managers in Malaysia and the solutions they employ. Managing human resources effectively is challenging for hotel managers due to issues like attracting and retaining skilled workers, staff shortages, and maintaining job commitment.
The document examines the influence of supervisor support, colleague support, and work autonomy on job performance among staff members at two public universities in Saudi Arabia. It reports on a study that surveyed 195 staff members and analyzed responses from 134. Structural equation modeling showed that supervisor support did not significantly correlate with job performance, while colleague support and work autonomy both had significant positive relationships with job performance. The findings suggest that in the Saudi context, colleague support and work autonomy may be more important for boosting job performance than supervisor support.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Job satisfaction of employees of public and private organizations in BangladeshPremier Publishers
This study examined the level of job satisfaction among the employees ofprivate and public organizations in Bangladesh. Data have been collected randomly from 40employees of Gaibandha District in Bangladesh through a structured questionnairein January to February, 2010. Among the respondents 50% is government employee while 50% is non-government employee. Brayfield and Rothe (1951) method was used to determine the job satisfaction of the employees. Likert scale was used for measuring the attitude of the employees on their job. This research revealed that there was no significant difference between the job satisfaction of government and non-government employees. The study suggests that an effective policy on recruitment, job security, service rules, promotional opportunities, regular payments, retirements’ benefits should be made by the government to improve the job satisfaction and attitude of employees in both government and non-government employees.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Doctors' Work Life Quality and Effect on Job Satisfaction: An Exploratory Stu...AI Publications
Every day, the health-care system becomes more complicated. It is mostly due to changes in lifestyle, greater demand for patient care, and the effect of technology on the health-care delivery process. Sophisticated devices necessitate specialized knowledge, which necessitates a better and more current medical education system, which, in turn, necessitates a better organizational structure. All of this has an impact on the entire medical profession, as novel difficulties must be met with increasing skill and potential development, as well as increased dedication to the profession, as performance management becomes a major aspect in avoiding professional hazards in various forms. As a result, the entire health policy needs to be updated in order to provide health care professionals, particularly doctors, with enough quality work life and improved job satisfaction in order to improve their performance at work. We try to answer these questions in our research.
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
(102) a study on improving work life balance ah authorsHariharanAmutha1
This study examines factors that influence work-life balance among employees in private commercial banks in India. The researchers conducted a study with 208 bank employees. They found that work overload, organizational support, and emotional intelligence were positively related to work-life balance, while job engagement and technological advancement were negatively related. Surprisingly, spiritual intelligence was not found to be related to work-life balance. The study used several existing measurement instruments and statistical analyses like confirmatory factor analysis to analyze the data. It identifies limitations like the sample only covering some banks and provides directions for future research with larger samples and considering demographic factors.
This study investigated the impact of job satisfaction and demographic factors on organizational commitment among teachers at Girls' College in Pune, India. A survey was conducted of 52 teaching staff. The study revealed:
1) There was a significant positive relationship between job satisfaction and organizational commitment. Teachers who were more satisfied in their jobs showed higher levels of commitment to the organization.
2) There was a significant positive relationship between age and organizational commitment. Older teachers tended to be more committed to the organization.
3) There was a significant negative relationship between education level and organizational commitment. Teachers with higher levels of education tended to be less committed to the organization.
The study recommends improving teachers' salaries and working conditions to increase job
The Influence of Human Resource Development, Organizational Commitment, Compe...inventionjournals
This research aims at examining and analyzing the influence of human resource development, organizational commitment, compensation, working environment, and leadership style to employee performance. This studyis an explanatory research which examines the hypothesis. This research was conducted at SULUTGO Bank Company in North Sulawesi Province. The sample for this research was 135 respondents of the total population which is 204 employees. The technique used for data collection is area proportional random sampling. The data were collected from the distributed questionnaires which was ranked, tabulated and analyzed by the double linear regression statistics. The result of this research shows that: 1) the human resourcedevelopment has positive and significant impact to employee performance.2) The organizational commitment has positive but insignificant influence to employee performance. 3) Compensation has positive but insignificant influence to staff’s performance.4) Working environment impacts positively and significantly to staff’s performance. 5) Leadershipstyleimpacts positively and significantly to staff’s performance
Employee Engagement and Internal Communication- A United Arab Emirates StudyMariam Al Mazrouei
This summary provides an overview of the key points from the document:
[1] The document is a literature review for a study that explored which internal communication channels contribute to employee engagement in the United Arab Emirates.
[2] It defines employee engagement as the emotional commitment an employee feels toward their organization and its goals. Highly engaged employees are more productive, innovative, and loyal.
[3] Face-to-face communication, trust in leadership, and feeling pride in one's work are identified as major drivers of employee engagement. Cultural influences can also impact communication channel preferences.
This study examined how incivility from coworkers and customers affects the work engagement and job performance of frontline hospitality employees. The study found that incivility from both coworkers and customers reduces work engagement and job performance, with coworker incivility having a greater negative effect than customer incivility. Additionally, the study found that higher work engagement leads to better job performance. This research helps address gaps in understanding how different sources of workplace incivility impact frontline service employees.
This study examines the relationships between workplace fun, psychological capital, and work engagement among frontline employees in the tourism and hospitality industry in Taiwan. The researchers found that:
1) Workplace fun has a significant positive effect on employees' psychological capital.
2) Psychological capital partially mediates the relationship between workplace fun and work engagement. Having more fun at work is positively associated with greater psychological capital, which in turn is related to higher work engagement.
3) Psychological capital also moderates the relationship between workplace fun and work engagement, such that the positive impact of fun on engagement is strengthened for employees with higher psychological capital.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management
AN EMPIRICAL STUDY ON THE EFFECT OF DEMOGRAPHIC VARIABLES ON QUALITY OF WORK ...IAEME Publication
In this era of globalization, the organizations have realized the importance of human resources in achieving the goals of organizations. Improving Productivity, enhancing employee commitment, reducing attrition rate are some of the major challenges the organizations are facing in today’s dynamic environment. Quality of Work Life(QWL) has emerged as a concept whose main foundation is on developing jobs and working conditions that satisfy the employees personal needs through their experience in the organization. QWL refers to a relationship between the employees and their work environment by including the human perspective to the economic and technical perspective, thereby improving the overall satisfaction, motivation, commitment and involvement employees experience while working in the organizations. Rise in the Quality of Work Life enhances employees' wellbeing there by the wellbeing of the whole organization.
Akkermans et al. (2013) - The Role of Career Competencies in the JD-R ModelJos Akkermans
This study investigated the role of career competencies as a mediator in the Job Demands —
Resources model. Structural equation modeling with data from 305 young employed persons
aged 16–30 years showed that career competencies are positively related to job resources and
work engagement, but not to job demands and emotional exhaustion. Furthermore, career
competencies had a partially mediating effect on the relationship between job resources and
work engagement, and job resources had a partially mediating effect on the relationship
between career competencies and work engagement. These findings suggest that career
competencies may act in a similar way as personal resources in fostering work engagement.
Our results underline the importance of combining research on job design and career
development, and suggest that career competencies may have a role in stimulating employee
wellbeing. Career counselors and HR programs may benefit from this insight by simultaneously
increasing job resources and career competencies to increase employee wellbeing.
The changing nature of the workplace has created different employees' expectations and demands. As a result, the working environment is no longer associated with employees that are rigid and treating jobs as static sets of tasks. Instead, employees are being proactive in developing and adjusting their work roles and functions. The act or behaviour of these employees in adapting their work roles to match their needs and preferences is called job crafting. Goal orientation is considered as an important dimension in influencing their behaviours. However, there has been little research on how the mindset, especially public sector employee's goal orientation, adapt to the changing and challenging world of work. Using Partial Least Square approach with 150 samples, the study showed that public employees with learning goal orientation do embraced job crafting activities and the surprising finding that those with performance prove do not embraced such activities.
EMPLOYEE ENGAGEMENT & RETENTION: A REVIEW OF LITERATUREIJBBR
The other objective is to analyze the critical factor which can affect the level of retention & engagement of
employees with the help of literature review. For the current article the researchers reviewed 30 relevant
research papers/ literature comprising employee retention& engagement concepts and practices amply.
The findings of the study like good training & development, compensation structures, autonomy, quality of
work life, work polices and arrangements will lead the managers and management to a new dimension with
holistic approach in the field of employee retention & engagement.
This document summarizes a research article that explores hospitality employees' views on dissatisfying working conditions based on interviews. The article discusses how poor working conditions like low pay, difficult supervision, and stressful environments can severely reduce employee motivation and satisfaction according to Herzberg's two-factor theory. When hygiene factors are not met, motivating factors have no effect, leading to high turnover. The study aims to present hospitality workers' own views on how well their needs are met to understand dissatisfaction. Verbatim comments from employees describe problems like unfair treatment, unethical practices, and illegal behavior. The conclusion is that with unmet hygiene factors, employees are unlikely to find work satisfying and will seek other jobs.
Akkermans & Tims (2017) - Crafting your Career: How Career Competencies Relat...Jos Akkermans
This study aimed to investigate whether career competencies could enhance an
employee's subjective career success in terms of perceived employability and
work–home balance via job crafting behaviors. Based on Job Demands-
Resources (JD-R) Theory, we examined a potential motivational process in
which career competencies, as a personal resource, would enhance career success
through expansive job crafting. The results showed that job crafting mediated
the positive relationship between career competencies and both internal
and external perceived employability. In addition, job crafting mediated the
positive relationship between career competencies and work–home enrichment.
We expected a negative association between job crafting and work–home interference,
yet our results indicated that career competencies are indirectly and
positively related to work–home interference via job crafting. With our findings,
we add to JD-R Theory by (1) showing that career competencies may be
considered a personal resource, (2) empirically examining the role of job crafting
in motivational processes, and (3) showing that enhanced subjective career
success can be an outcome of motivational processes. Organisations may use
these findings to implement developmental HR practices aimed at increasing
career competencies and job crafting.
Study the effects of antecedents of employee satisfaction in banking sector o...Alexander Decker
The document discusses a study on the factors affecting employee satisfaction in the banking sector of Pakistan. It examines six hypothesized antecedents of employee satisfaction: autonomy, challenge, performance measures, feedback, instrumentality, and stability/security. Data was collected through questionnaires from 180 employees of top banks in Pakistan. The results of the study found that all six factors had a positive and significant correlation with employee satisfaction. Autonomy had the strongest effect, followed by instrumentality, performance measures, challenge, feedback, and stability/security. The study provides evidence that enhancing these workplace factors can increase levels of employee satisfaction in the banking industry.
This study examined staffing issues in the front office department of Malaysian hotels through interviews with 14 front office managers. It found that high employee turnover is a major problem caused by a complex set of factors. Previous Malaysian studies on hotel staffing have primarily focused on turnover intentions through quantitative methods. This qualitative study helps address gaps in understanding the specific issues faced by front office managers in Malaysia and the solutions they employ. Managing human resources effectively is challenging for hotel managers due to issues like attracting and retaining skilled workers, staff shortages, and maintaining job commitment.
The document examines the influence of supervisor support, colleague support, and work autonomy on job performance among staff members at two public universities in Saudi Arabia. It reports on a study that surveyed 195 staff members and analyzed responses from 134. Structural equation modeling showed that supervisor support did not significantly correlate with job performance, while colleague support and work autonomy both had significant positive relationships with job performance. The findings suggest that in the Saudi context, colleague support and work autonomy may be more important for boosting job performance than supervisor support.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Job satisfaction of employees of public and private organizations in BangladeshPremier Publishers
This study examined the level of job satisfaction among the employees ofprivate and public organizations in Bangladesh. Data have been collected randomly from 40employees of Gaibandha District in Bangladesh through a structured questionnairein January to February, 2010. Among the respondents 50% is government employee while 50% is non-government employee. Brayfield and Rothe (1951) method was used to determine the job satisfaction of the employees. Likert scale was used for measuring the attitude of the employees on their job. This research revealed that there was no significant difference between the job satisfaction of government and non-government employees. The study suggests that an effective policy on recruitment, job security, service rules, promotional opportunities, regular payments, retirements’ benefits should be made by the government to improve the job satisfaction and attitude of employees in both government and non-government employees.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Doctors' Work Life Quality and Effect on Job Satisfaction: An Exploratory Stu...AI Publications
Every day, the health-care system becomes more complicated. It is mostly due to changes in lifestyle, greater demand for patient care, and the effect of technology on the health-care delivery process. Sophisticated devices necessitate specialized knowledge, which necessitates a better and more current medical education system, which, in turn, necessitates a better organizational structure. All of this has an impact on the entire medical profession, as novel difficulties must be met with increasing skill and potential development, as well as increased dedication to the profession, as performance management becomes a major aspect in avoiding professional hazards in various forms. As a result, the entire health policy needs to be updated in order to provide health care professionals, particularly doctors, with enough quality work life and improved job satisfaction in order to improve their performance at work. We try to answer these questions in our research.
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
(102) a study on improving work life balance ah authorsHariharanAmutha1
This study examines factors that influence work-life balance among employees in private commercial banks in India. The researchers conducted a study with 208 bank employees. They found that work overload, organizational support, and emotional intelligence were positively related to work-life balance, while job engagement and technological advancement were negatively related. Surprisingly, spiritual intelligence was not found to be related to work-life balance. The study used several existing measurement instruments and statistical analyses like confirmatory factor analysis to analyze the data. It identifies limitations like the sample only covering some banks and provides directions for future research with larger samples and considering demographic factors.
This study investigated the impact of job satisfaction and demographic factors on organizational commitment among teachers at Girls' College in Pune, India. A survey was conducted of 52 teaching staff. The study revealed:
1) There was a significant positive relationship between job satisfaction and organizational commitment. Teachers who were more satisfied in their jobs showed higher levels of commitment to the organization.
2) There was a significant positive relationship between age and organizational commitment. Older teachers tended to be more committed to the organization.
3) There was a significant negative relationship between education level and organizational commitment. Teachers with higher levels of education tended to be less committed to the organization.
The study recommends improving teachers' salaries and working conditions to increase job
The Influence of Human Resource Development, Organizational Commitment, Compe...inventionjournals
This research aims at examining and analyzing the influence of human resource development, organizational commitment, compensation, working environment, and leadership style to employee performance. This studyis an explanatory research which examines the hypothesis. This research was conducted at SULUTGO Bank Company in North Sulawesi Province. The sample for this research was 135 respondents of the total population which is 204 employees. The technique used for data collection is area proportional random sampling. The data were collected from the distributed questionnaires which was ranked, tabulated and analyzed by the double linear regression statistics. The result of this research shows that: 1) the human resourcedevelopment has positive and significant impact to employee performance.2) The organizational commitment has positive but insignificant influence to employee performance. 3) Compensation has positive but insignificant influence to staff’s performance.4) Working environment impacts positively and significantly to staff’s performance. 5) Leadershipstyleimpacts positively and significantly to staff’s performance
Employee Engagement and Internal Communication- A United Arab Emirates StudyMariam Al Mazrouei
This summary provides an overview of the key points from the document:
[1] The document is a literature review for a study that explored which internal communication channels contribute to employee engagement in the United Arab Emirates.
[2] It defines employee engagement as the emotional commitment an employee feels toward their organization and its goals. Highly engaged employees are more productive, innovative, and loyal.
[3] Face-to-face communication, trust in leadership, and feeling pride in one's work are identified as major drivers of employee engagement. Cultural influences can also impact communication channel preferences.
This study examined how incivility from coworkers and customers affects the work engagement and job performance of frontline hospitality employees. The study found that incivility from both coworkers and customers reduces work engagement and job performance, with coworker incivility having a greater negative effect than customer incivility. Additionally, the study found that higher work engagement leads to better job performance. This research helps address gaps in understanding how different sources of workplace incivility impact frontline service employees.
This study examines the relationships between workplace fun, psychological capital, and work engagement among frontline employees in the tourism and hospitality industry in Taiwan. The researchers found that:
1) Workplace fun has a significant positive effect on employees' psychological capital.
2) Psychological capital partially mediates the relationship between workplace fun and work engagement. Having more fun at work is positively associated with greater psychological capital, which in turn is related to higher work engagement.
3) Psychological capital also moderates the relationship between workplace fun and work engagement, such that the positive impact of fun on engagement is strengthened for employees with higher psychological capital.
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
The document summarizes a study that examined job satisfaction and burnout among Greek bank employees. 230 bank employees completed questionnaires measuring their job satisfaction using the Employee Satisfaction Inventory (ESI) and job burnout using the Maslach Burnout Inventory (MBI). The results showed that Greek bank employees reported high levels of both job satisfaction and job burnout. A strong negative correlation was also found between job satisfaction and burnout. The study provides insight into how Greek bank employees experience their work, but further research is needed to better understand job satisfaction and burnout in the Greek population.
HEALTH CARE PROFESSIONAL PERCEPTION TOWARDS ENGAGEMENT FACTORS WITH REFERENCE...indexPub
This study aimed to investigate the health care professional perception towards their job engagement with special reference to multispecialty hospital in Chennai. Job engagement factors such as meaningful work, intrinsic rewards, extrinsic rewards, and self-efficacy, departmental support, supervisor support, co-worker support, job autonomy and job security are considered for this study.
Factors Affecting Work Motivation of Official Credit Staff in Ham Thuan Bac D...ijtsrd
This study inherits and develops the Kovach model 1987 , also references researches related to employee motivation to find out factors affecting the work motivation of staff working at official credit institutions in Ham Thuan Bac district, Binh Thuan province. Research data are collected from 176 employees working at official credit institutions by convenient sampling. Applying exploratory factor analysis and multivariate linear regression, the study has demonstrated impacting factors to employee motivation. They include learning and promotion opportunities, income and benefit, care and recognition, working environment, leadership style, nature of work, workplace relationship, empowerment, and job stability. Especially, the factor of learning and promotion opportunities has the most influence on the working motivation of official credit employees in Ham Thuan Bac district, Binh Thuan province. Nguyen Truong Thuan | Nguyen Quoc Nghi | Dinh Hoang Anh Tuan "Factors Affecting Work Motivation of Official Credit Staff in Ham Thuan Bac District, Binh Thuan Province" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47529.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/47529/factors-affecting-work-motivation-of-official-credit-staff-in-ham-thuan-bac-district-binh-thuan-province/nguyen-truong-thuan
This document summarizes a study that aimed to identify and measure the factors affecting organizational commitment among employees of Saigon Commercial Joint Stock Bank in Ho Chi Minh City, Vietnam. The study surveyed 285 bank employees. The results identified 6 factors influencing commitment: organizational rewards, direct managers, career development opportunities, family support, working conditions, and personality characteristics. The study found no differences in commitment based on gender, age, department or education, but did find differences based on working hours and income. The paper proposes implications to improve employee commitment at the bank.
Effect of job design on employee satisfaction (a study of fertilizer companie...Alexander Decker
This document summarizes a research study that examined the effect of job design on employee satisfaction in fertilizer companies listed on the Lahore Stock Exchange. The study collected primary data through questionnaires distributed to 50 employees across two fertilizer companies. Job design variables like autonomy, task variety, task significance, task identity, and feedback were measured on a 5-point Likert scale. Employee satisfaction was measured on a 6-point Likert scale. Mean values, correlation analysis, and linear regression were used to analyze the relationship between job design and employee satisfaction. The results showed a strong positive correlation between job design and employee satisfaction, indicating that as job design improves, employee satisfaction increases.
impact of quality of work life on retention of employees reportaldin cd
The document discusses factors that influence employee retention in hospitality organizations. It finds that work environment and coworker relationships positively impact employee job satisfaction and retention. The study of employees at Le Meridian Kochi hotel found a positive correlation between work environment and retention - employees who were more satisfied with their work environment had higher retention rates. Regression analysis confirmed work environment accounted for 15.6% of retention. The document concludes that hospitality organizations should focus on improving work environment to increase employee retention.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
This study examined the relationships between organizational resources, employee work engagement, service climate, employee performance as rated by customers, and customer loyalty. The researchers hypothesized that service climate would mediate the effects of resources and engagement on performance and loyalty. Employees from 114 service units provided data on resources, engagement, and climate, while customers provided ratings of performance and indicated loyalty. Structural equation modeling supported a full mediation model where resources and engagement predicted climate, which then predicted performance and loyalty. Additional analyses revealed potential reciprocal effects between climate and loyalty. The results provide support for service climate playing a mediating role in linking internal and external customer outcomes.
AN ASSESSMENT OF WORKERS’ SATISFACTION IN ESTATE SURVEYING AND VALUATION FIRM...IAEME Publication
This study examined the levels of satisfaction of employees with the major focus on
the staff of estate surveying firms (ESFs) practicing in Lagos State, Nigeria. This was
with a view to identify the factors influencing their levels of job satisfaction and analyze
the relationship among the influencing factors. Structured questionnaire were
administered to 367 ESFs operating in Lagos State out of which 274 representing
74.66% questionnaire were properly filled, returned and analyzed. The study deployed
descriptive statistics such as simple frequency distribution, mean weighted score
(MWS), cross tabulation, correlation and one-sample test (t-test). The findings of the
study showed that few estate surveyors (17.52%) expressed satisfaction in the job,
39.42% of the employees were completely dissatisfied while 43.07% of them were
unsure about their job satisfaction level. The result of cross tabulation showed that,
male estate surveyors expressed higher level of dissatisfaction (53.73%) compared to
their female counterparts (33.65%) in ESFs. From the MWS result, the respondents
rated communication (COM: 4.41), fairness and sufficiency of salary (SAL: 4.23), the
quality of relationship with supervisor (RLS: 4.23), fairness of organizational policies
(ORG: 4.17), reward for good job performance (RWD: 3.85) and quality of relationship
with co-workers (RCW: 3.77) as the dominant influencing factors of job satisfaction.
The study also discovered strong positive correlation coefficient between COM and
COW (.824), SAL and RWD (.775), RLS and COM (.754). At 5% confidence level, the
result of the t-test showed positive contributions of all the influencing factors to
employees job satisfaction in estate firms (p<0.05). The study concluded that providing
enabling work environment in ESFs should be encouraged for optimal unitization of
human and non-human resources. Thus, issues relating to staff welfare should be
treated with optimum priority in organizations that desires to achieve efficiency in their
operations.
This document summarizes a study that investigated the causes and impacts of job stress in the banking sector of Pakistan. The study examined how job demands, work-life conflict, and job stress relate to employee job behaviors like job performance and satisfaction, as well as outcomes like turnover intention and burnout. A questionnaire was administered to evaluate these relationships, and statistical analyses like regression, correlation, and reliability tests were used. The results showed that while job demands, work-life conflict, and job stress positively correlated with each other, job demands did not significantly impact job performance. Job stress was found to negatively impact job satisfaction, which in turn increased turnover intention and burnout. Organizational commitment also positively correlated with job satisfaction. The study
How Internal and External Business Effect Employee Turnover intention. AResea...Muneeb Ahsan
The document summarizes research on factors that influence employees' turnover intentions. It discusses how internal factors like work environment, relationships with supervisors, compensation, and job fit can impact turnover. External factors like alternative job opportunities are also explored. The literature review examines theories like Herzberg's two-factor theory and equity theory in relation to turnover intentions. The research aims to help organizations develop retention strategies by understanding what drives employees to leave. Future areas of study mentioned are career development, job enrichment, and work-life balance.
This document summarizes a research article about linking work-life balance to employee performance through job engagement, job satisfaction, and organizational commitment among nurses from Generation X. The document begins with definitions of employee performance, work-life balance, job engagement, job satisfaction, and organizational commitment. It then proposes relationships and hypotheses between work-life balance and these other variables, which are expected to positively impact employee performance. Specifically, it hypothesizes that work-life balance will positively impact job engagement, organizational commitment, job satisfaction, and ultimately employee performance. The goal of the research is to contribute to understanding how to improve performance among Generation X nurses through enhancing work-life balance.
The Effects of Motivation on Employees’ Commitment in the Banking Industry in...ijtsrd
Banking industry represent a proportion of the service sector in every country and it is widely recognized that they contribute to employment growth. Since business establishments are human organizations, people are very essential in its existence and success. In spite of the efforts being made by the financial industries to improve staff commitment, employees’ motivation is still relatively challenging. This study adopted survey design because it provides the opportunity to describe the variables through the collection of primary data with the use of structured questionnaire. The population of this research is 5,200 employees of national, state and unit banks located across Lagos State, Nigeria. The sample frame from which employees of banks from the five geo political zones in Lagos State Badagry, Mainland, Epe, Island, and Ikorodu were selected regardless of their location in the State. This research work considered all participating banks in Lagos State. Senior and junior staff of participating banks were selected within the framework and a total of one thousand five hundred 1500 respondents were used. A self constructed and validated instrument titled, Staff Motivation and Employees Commitment in Banks Questionnaire SMECBQ . This was validated and a reliability test was performed, and the Cronbach’s alpha for the whole instrument is 0.79. The result showed that the questionnaire has a high level of reliability. The results of the findings revealed that The Pearson Correlation of motivation and employees’ job commitment was computed and established as 0.289 p value=0.000 showing a weak significant and positive relationship between the two variables. This means that there is a weak positive relationship between motivation and employees’ job commitment in the banks in Lagos State. The study concluded as motivation increases so do employees’ job commitment to the banks. Hence it was recommended that banks should align their reward system with those of other comparable institutions and that the safety and health needs of staff should continue to be addressed particularly for those on the field. Odunayo, H. A. "The Effects of Motivation on Employees’ Commitment in the Banking Industry in Lagos State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51843.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51843/the-effects-of-motivation-on-employees’-commitment-in-the-banking-industry-in-lagos-state-nigeria/odunayo-h-a
The Influence of Cultural Factors on Employees’ Performance at Halawanee Corp...IOSRJBM
The main objective of the study is to find out the influence of cultural factors on employee performance at Halawanee Corporation in Amman, Jordan. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. The study asked the main question "What is the influence of cultural factorson employees’ performance atHalawanee Corporation in Amman-Jordan? Hypothesis were put and tested and a model was crafted to fit the study. A questionnaire was developed and distributed to a sample of (80) employees chosen randomly from different levels and functions. Only46 out of 80 were returned and the valid ones for analysis were 38. The collected data was examined by using the SPSS (Statistical Package for Social Sciences) andthe results show that thecultural factorshas no significant influence on employee’s performance atHalawanee Corporat
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
International business involves organizations that buy and sell goods or services across national borders. It covers topics like international marketing, investment, foreign exchange management, finance, human resource management of cultural diversity, international production and logistics, and strategic management. The document introduces the key areas that make up the study of international business.
Unit 1 Factors affecting the selection of International Market Entry.pptxrajendra kumar
This document outlines the key external and internal factors that affect a company's selection of an international market entry mode. External factors include market size and growth, government regulations, competition level, infrastructure, risk level, and production and shipping costs. Internal factors consist of company objectives, available resources, commitment level, international experience, and flexibility.
The product life cycle theory describes the typical stages a product goes through from introduction to decline. These stages are introduction, growth, maturity, and decline. During introduction, a product struggles to gain brand awareness and market share. In the growth stage, advertising and word of mouth help increase sales as more firms stock the product. Products reach their peak market penetration during maturity. Finally, decline occurs as new products eclipse the existing product. The document provides examples of products in each stage, such as self-driving cars in introduction, electric cars in growth, the Ford Focus in maturity, and diesel cars in decline.
Here are the steps to calculate income tax for the given total incomes:
1. Total income of Rs. 2,88,000:
- Income up to Rs. 2,50,000 is tax exempt
- Taxable income = Rs. 2,88,000 - Rs. 2,50,000 = Rs. 38,000
- Tax on Rs. 38,000 at 5% slab = Rs. 1,900
- Add education cess @ 4% of Rs. 1,900 = Rs. 76
- Total tax payable = Rs. 1,900 + Rs. 76 = Rs. 1,976
2. Total income of Rs. 7,00,000
- Income up
This document discusses motivation and job satisfaction. It provides definitions of motivation, discusses Maslow's hierarchy of needs theory of motivation, and outlines different types of motivation including positive and negative motivation. The key points are:
1. Motivation is defined as the inner drive that prompts human behavior and continues it towards some goal. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological needs before moving on to higher level needs.
2. Maslow's hierarchy arranges needs into five categories from basic to advanced: physiological, safety, social, esteem, and self-actualization. The theory suggests people must satisfy lower level needs before pursuing higher level needs.
3. There are two
Derivatives are financial instruments whose value is derived from an underlying asset. There are four main types of derivatives: futures, forwards, options, and swaps. Futures and forwards involve an agreement to buy or sell an asset at a future date for a set price. Options give the buyer the right, but not obligation, to buy or sell the underlying asset at a strike price. Swaps involve exchanging cash flows over time between two counterparties. Derivatives are used for hedging risk exposure and speculation. While useful risk management tools, their speculative use has also led to major financial losses at times.
The Reserve Bank of India (RBI) is India's central bank. It was established in 1935 under the Reserve Bank of India Act 1934. The RBI has a Central Board of Directors that oversees its operations. It is headed by a Governor and has Deputy Governors. The RBI has 27 departments at its Central Office in Mumbai that handle functions like monetary policy, banking regulation, and research. It also has local boards and a network of regional offices and branches. Key committees that guide the RBI include the Board for Financial Supervision and the Board for Regulation and Supervision of Payment and Settlement Systems. The RBI also owns subsidiaries like the Deposit Insurance and Credit Guarantee Corporation.
The document discusses foreign direct investment (FDI) in India's retail sector. It provides an overview of the retail sector and FDI policy in India, including opportunities and challenges. It also examines emerging human resource issues and what the future may hold for FDI in Indian retail. Key points include that organized retail accounts for only 7% of the sector but is growing, and FDI could help address issues like post-harvest losses, supply chain inefficiencies, and rural market development. However, challenges include competition from small retailers and the need for improved infrastructure and skills training.
This document provides a quick revision of key concepts in consignment accounting. It outlines that in a consignment, the consignor remains the owner of goods sent to the consignee. The consignee sells the goods on behalf of the consignor and is entitled to commission. Important accounts include goods sent on consignment, consignment to (consignee name), and stock on consignment. Key accounting entries are described for transactions such as goods sent on consignment, sales made by the consignee, expenses incurred by both parties, and transferring the unsold goods or profit back to the consignor.
A potato producer could purchase potato futures on a commodity exchange to lock in a future sale price for potatoes, while a speculator could buy and sell potato futures hoping to profit from changes in potato prices. Commodity derivatives and futures markets began developing in India in the late 1800s and experienced periods of growth and bans until the modern commodity exchange system began in 2003. The Multi Commodity Exchange (MCX) is now India's largest commodity exchange, established in 2003 and based in Mumbai, offering futures trading in bullion, metals, energy and agricultural commodities. MCX aims to provide risk management tools to businesses and reaches over 800 cities and towns in India.
A potato producer could use potato futures contracts to lock in a future sale price for potatoes, while a speculator could buy and sell potato futures to profit from price changes. The document then provides background on the development of commodity derivatives markets in India, including a historical overview of commodity trading beginning in the late 1800s and the banning of options trading between 1952-2002. It discusses the establishment of electronic commodity exchanges beginning in 2003 and provides operational details about the Multi Commodity Exchange of India (MCX), one of the largest commodity exchanges in the country.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
2. C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190 181
of obligation, employees not only actively seek to fulfill responsi-
bilities, but also are more likely to demonstrate OCBs beyond their
job roles.
When employees are willing to exhibit OCB, they take the ini-
tiative to help colleagues with heavy workloads or those who are
behind schedule. This suggests that organizations should encour-
age employee actions from those who are not in management,
allowing these employees to take responsibility and demonstrate
authority in making decisions (Pitts, 2005). Past studies have
focused mainly on the organizational level, the distribution of
decision-making power and increasing available resources for
employee action. Conger and Kanungo (1988) suggested that the
focus should be psychological, i.e., “psychological empowerment”
(Conger and Kanungo, 1988; Hancer and George, 2003; Spreitzer,
1995; Thomas and Velthouse, 1990). Psychological empowerment
may alter an employees’ source of internal motivation; this feeling
may boost one’s personal motivation and stimulate active OCB (Yen
et al., 2004). Furthermore, the feelings prompt employees’ dedica-
tion, as well as their determination to complete tasks, encourage
problem resolution, and seek to improve overall job performance.
Therefore, researchers consider psychological empowerment as
one essential factor in the tourism and hospitality industry (Chiang
and Jang, 2008; Hwang, 2005; Yen et al., 2004).
For OCB in tourism and hospitality industry, research sub-
jects have mainly comprised restaurant employees and student
employees in university dining services (e.g., Cho and Johanson,
2008; Hwang, 2005; Koys, 2001; Ravichandran and Gilmore,
2007; Ravichandran et al., 2007; Stamper and Van Dyne, 2003;
Walz and Niehoff, 2000). However, employees working at hotels
face more diverse customer demographics, including foreign cus-
tomers; compared to other service industries, the hotel industry
requires more service professionalism and expertise, as well as
service quality and job performance. Raub (2008) suggested that
hotel employees should demonstrate more OCB in the workplace.
Thus, among all service enterprises, the hotel industry is the one
that should promote OCB among employees and make the most
effective use of human and organizational resources.
When employees develop OCB in the workplace, they willingly
put extra effort into their work, help colleagues, and diligently seek
better ways to do their work, resulting in better productivity (Van
Scotter and Motowidlo, 1996). In fact, OCB is one indicator for eval-
uating job performance (MacKenzie et al., 1991; Motowidlo and
Van Scotter, 1994), and studies confirm OCB is one attribute of
good job performance (Posdakoff and MacKenzie, 1994; Turnipseed
& Rassuli, 2005; Van Scotter and Motowidlo, 1996). Clearly, POS,
psychological empowerment, and OCB are closely associated with
job performance (Chow et al., 2006; Kirkman and Rosen, 1999;
Liden et al., 2000; Niehoff et al., 2001; Peccei and Rosenthal,
2001; Spreitzer et al., 1997). OCB results from POS and psycho-
logical empowerment; it is, moreover, the antecedent variable for
employee job performance.
Perceived organizational support and psychological empow-
erment have been studied as antecedent variables of OCB
(Eisenberger et al., 1990; Shore and Wayne, 1993; Wayne et al.,
1997, 2002; Yen et al., 2004). Many scholars have studied
the direct correlation between employees’ POS and job perfor-
mance (Eisenberger et al., 1990; Shore and Wayne, 1993; Wayne
et al., 2002). According to a meta-analysis study by Rhoades and
Eisenberger (2002), employees’ POS correlates positively with job
performance. Niehoff et al. (2001) suggested that when employees
feel empowered, they realize the meaning of work and feel they
can finish their work by making their own work decisions; they
see their work affect the organization, which, in turn, enhances
employees’ competence and advances job performance. Therefore,
psychological empowerment and job performance correlate pos-
itively. Posdakoff and MacKenzie (1994), Turnipseed and Rassuli
(2005), and Van Scotter and Motowidlo (1996) all mentioned
that OCB enhances organizational performance. In summary, OCB
may mediate among these variables. After studying managers and
employees from hotels in South Korea, Kim et al. (2009) noted that
proactive behavior can affect job performance; proactive behavior
is one medium between emotional competence and job perfor-
mance.
Thus, this research focused on Taiwan hotel employees to
explore the relationship among POS, psychological empowerment,
OCB, and job performance. The purposes of this study were to (1)
examine the influence of employees’ POS on OCB; (2) investigate
the influence of employee psychological empowerment on OCB;
(3) verify the influence of employee OCB on job performance; (4)
explore the mediating effect of OCB between POS and job perfor-
mance and of the influence of psychological empowerment on job
performance.
2. Literature review
2.1. Organizational citizenship behavior
Smith et al. (1983, p. 653) and Katz (1964) proposed that
to achieve effective organizational operation, the following three
kinds of behaviors are necessary: employee willingness to remain
with the organization, employee actions that surpass their job
description, and employee proactive behavior beyond job responsi-
bilities. The first two kinds of behaviors are within employee roles,
whereas the third goes beyond, to include cooperation among col-
leagues, self-improvement, and creating a positive organizational
image. For an organization to function effectively, innovative and
spontaneous behaviors are essential. These behaviors, though not
required for job performance, can greatly contribute to the opera-
tion and performance of an organization. Organ (1988, p.4) defined
OCB as self-initiated by employees. Although this kind of behavior
can enhance the overall effectiveness of organizational functions,
the formal organizational reward system does not recognize the
behavior. Williams and Anderson (1991) stated that OCB refers to
the proactive cooperation and assistance among coworkers; OCB
for an organization, behaviors displayed by employees to make
good for the organization.
Various approaches assess the dimensions of OCB. Organ (1988)
classified OCB into the following dimensions:
(1) Altruism: taking the initiative to help members of an organiza-
tion resolve problems;
(2) Conscientiousness: in addition to complying with organiza-
tional rules, going beyond minimum requirements through
hard work;
(3) Sportsmanship: obeying organizational regulations, tolerating
imperfect situations without complaint;
(4) Courtesy: to avoid work problems, remind and inform other
coworkers in advance;
(5) Civic virtue: remaining attentive and proactive when participat-
ing in organizational activities.
Podsakoff et al. (1990) also used five dimensions to evaluate
OCB. Williams and Anderson (1991) categorized OCB into two
dimensions: OCB of individuals (OCB-I) and OCB toward organiza-
tions (OCB-O). Podsakoff et al. (1997) proposed three dimensions
of assessment: helping behavior, sportsmanship, and civic virtue.
Van Dyne and LePine (1998) categorized OCB into two dimen-
sions: helping behavior and voice behavior. As mentioned before,
Podsakoff et al. (2009) pointed out that, although many researchers
use different evaluative dimensions, the two most common mea-
surement methods were the five dimensions proposed by Organ
3. 182 C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190
(1988, 1990), altruism, conscientiousness, sportsmanship, cour-
tesy, civic virtue, as well as the two dimensions of OCB-O and OCB-I
proposed by Williams and Anderson (1991). In terms of OCB, the
tourism and hospitality industries remain in early development
(Ravichandran et al., 2007).
An increasing number of scholars currently are investigating
OCB in the tourism and hospitality industries. Cho and Johanson
(2008), Stamper and Van Dyne (2003), Koys (2001), and Walz and
Niehoff (2000) made restaurant staff their research subject. Raub
(2008) suggested that hotel employees should demonstrate more
OCB in the workplace.
2.2. The relationships among perceived organizational support,
organizational citizenship behavior and job performance
The employees’ level of POS reflects his or her innermost
feelings about the organization’s care and emphasis. Employees
with a sense of POS feel that in circumstances where they need
work or life support, the organization is willing to lend a helping
hand; employees personally feel respected, cared for, and recog-
nized, and in turn display increased cooperation, identification,
diligent performance, appreciation, and reciprocity among work-
ers. Based on the principle of reciprocity, employees with POS not
only help coworkers, but also increase their own job satisfaction
and organizational commitment, while reducing resignations and
absenteeism, thus stimulating employee job performance (Rhoades
and Eisenberger, 2002; Aselage and Eisenberger, 2003). Eisenberger
et al. (1986) derived an employee POS from the organization’s
benevolent care; the more personal and humane the personnel
management, the higher the level of POS employees feel. Shore and
Wayne (1993) noted that POS accurately predicts employees’ OCB.
Wayne et al. (1997) investigated the influence of perceptions on
working attitudes and behavior, discovering that when employees
feel important to the organization, they tend to develop trust with
their organization and become willing to offer concrete suggestions
conducive to organizational growth; these kinds of self-initiated
actions manifest in OCB.
Existing literature denotes that POS relates significantly to OCB
(Eisenberger et al., 1990; Shore and Wayne, 1993; Wayne et al.,
1997, 2002). In social exchange, POS arouses employees’ obliga-
tions to behave in accordance with organizational objectives. When
employees feel that the organization attaches great importance to
their personal values, they reciprocate via extra OCB (Moorman
et al., 1998; Piercy et al., 2006; Podsakoff et al., 2000; Settoon et al.,
1996). Based on these ideas, hypothesis one is as follows:
H1. Hotel employees’ POS positively influences OCB.
Eisenberger et al. (1990) stated that employees’ POS and job
performance are positively related, something that many subse-
quent studies have already confirmed (Wayne et al., 1997, 2002).
Rhoades and Eisenberger (2002) corroborated that employees’ POS
may influence job performance. Lynch et al. (1999) discovered a sig-
nificant relationship between job performance and POS. Even when
employee performance is unsatisfactory, a business can improve
the situation by focusing on employee needs and cares. Once
employees feel organizational support, they are motivated by com-
munal sentiments to reciprocate via quality output (Armeli et al.,
1998; Eisenberger et al., 1986, 1990).
As a result, employees gradually develop a sense of responsibil-
ity to enhance the performance of the organization to bring about
mutual benefits (Eisenberger et al., 1990). Existing research on POS
and job performance, though conducted in different research areas,
also suggests a significant relationship between these two variables
(Rhoades and Eisenberger, 2002; Hochwarter et al., 2006; Witt and
Ferris, 2003). Additionally, Aselage and Eisenberger (2003) consid-
ered POS to be an upward-down commitment, where employees
feel organizational support and strive to assist the organization to
achieve its goals. Thus, hypothesis two is as follows:
H2. Hotel employees’ POS positively influences employee job per-
formance.
2.3. The relationships among psychological empowerment,
organizational citizenship behavior, and job performance
In Daft (2001), empowerment involves offering employees
the control, freedom, and information to participate in decision-
making and organizational affairs. Conger and Kanungo (1988),
Spreitzer (1995), and Thomas and Velthouse (1990) have shifted
their focus to employees’ psychological aspects. They stress psycho-
logical empowerment, i.e., the degree of empowerment employees
feels internally: meaning, competence, self-determination, and
impact (Spreitzer, 1995). In the tourism and hospitality indus-
tries, much research has investigated employees’ psychological
empowerment (Chiang and Jang, 2008; Liden et al., 2000; Tsaur
et al., 2004). Conger and Kanungo (1988) pointed out that psycho-
logical empowerment is a type of internal motivation conducive
to promoting OCB. Morrison (1996) proposed that empowerment
incentivizes employees, increasing their motivation, aspirations,
and demonstration of organizational citizenship; moreover, for
good organizational citizenship, employees must have influence in
the fulfilling of their job responsibilities. Wat and Shaffer (2005)
also indicated that employees’ psychological empowerment sig-
nificantly influences OCB. Hofstede (1980) introduced the concept
of power distance, which is the extent to which the less pow-
erful members of organizations accept and expect the power is
distributed unequally. Taiwan is categorized as a long power dis-
tance country, and power distance could be a factor that influences
Taiwan’s hotel employee’s perception of psychological empower-
ment. Thus, the hypothesis three is as follows:
H3. Hotel employees’ psychological empowerment positively
influences OCB.
According to existing literature, psychological empowerment
not only affects employee job roles but also influences the work-
ing environment (Spreitzer, 1995; Thomas and Velthouse, 1990). If
employees feel good about their jobs, they recognize the meaning of
the work; similarly, if employees realize their job influences others,
they perform better. The same applies to members of an orga-
nization who have decision-making control and flexibility; they
tend to feel satisfied with life beyond work. Because employees
trust their ability to finish work-related undertakings, they have
less doubt about themselves and their work, enhancing job per-
formance (Liden et al., 2000; Stajkovic and Luthans, 1998). Many
researchers note that psychological empowerment correlates sig-
nificantly with job performance (Chow et al., 2006; Kirkman and
Rosen, 1999; Liden et al., 2000; Niehoff et al., 2001; Peccei and
Rosenthal, 2001; Spreitzer et al., 1997). Therefore, this study pro-
poses hypothesis four:
H4. Hotel employees’ psychological empowerment positively
influences employee job performance.
2.4. The relationship between organizational citizenship behavior
and job performance
Babin and Boles (1996) investigated individual employee per-
ceptions of job performance, where job performance refers to
job related behavioral outcomes, employee personal productiv-
ity comparisons, job performance directs toward organizational
expectations and requirements, and work behavior in accordance
with organizational requirements like work quality, efficiency, and
awareness.
4. C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190 183
In the study of Yoon and Suh’s (2003), a positive correlation
between OCB and customers’ perceived quality of service was val-
idated by tourism employees. The latter involved employee job
performance in the tourist industry; OCB positively influenced
employee job performance. Accordingly, employees’ OCB corre-
sponded with increased cooperation among employees, proactive
assistance in resolving problems for others, and willingness to
attend and participate in organizational activities and meetings.
This changed the overall state of mind and social atmosphere of
the organization, further enhancing the overall employee job per-
formance. Therefore, hypothesis five is as follows:
H5. Hotel employees’ OCB positively influences employee job per-
formance.
2.5. The mediating effects of OCB
A number of researchers have found POS and job performance
correlate significantly (Eisenberger et al., 1990; Lynch et al., 1999;
Wayne et al., 1997, 2002). Employees’ organizational support stim-
ulates OCB (Masterson et al., 2000; Moorman et al., 1998; Podsakoff
et al., 2000; Wayne et al., 1997). Even so, providing employees
with psychological empowerment for superior job performance is
imperative (Liden et al., 2000; Spreitzer et al., 1997). Increasing OCB
requires more psychological empowerment (Hwang, 2005; Maurer
et al., 2002; Peccei and Rosenthal, 2001; Spector and Fox, 2002;
Tsaur et al., 2004; Wat and Shaffer, 2005; Yen et al., 2004). Kim
et al. (2009) conducted research on managers and employees in
hotels in South Korea, concluding that employee proactive behav-
ior mediated emotional competence on job performance. Chen
(2008) investigated POS and job performance and revealed that
high levels of employees’ POS produced positive OCB; moreover,
OCB improved staff performance itself. Therefore, OCB mediated
the relationship between POS and job performance.
Podsakoff et al. (1997) proposed that by increasing the effi-
cient use of resources, OCB supported job performance and boosted
productivity. Therefore, our study will attempt to verify whether
OCB is a mediator variable between POS, psychological empow-
erment, and job performance. Because researchers note that POS
and psychological empowerment significantly affect OCB and job
performance and even propose that OCB affects individual job
performance, we infer that OCB plays an intermediary role in
hypotheses six and seven:
H6. Through the mediating effect of OCB, the POS of hotel employ-
ees enhances job performance.
H7. Through the mediating effect of OCB, the psychological
empowerment of hotel employees enhances job performance.
3. Research method
This research studied the relationship between hotel employees’
POS, psychological empowerment, organizational citizenship, and
job performance from the point of view of Taiwan hotel employ-
ees. In referencing existing literature, the study established a basic
research model. Fig. 1 shows that employees’ POS and psycho-
logical empowerment are independent variables; job performance
is dependent variable; OCB is the mediator variable. The study
collected data through questionnaires with five sections: POS,
psychological empowerment, organizational citizenship, job per-
formance, and basic respondent demographic data. The survey used
the seven-point Likert scale, ranging from one (strongly disagree)
to seven (strongly agree) for each scale. The 8-item scale in the POS
section (e.g., “Help is available from my organization when I have
a problem.”) is based on Rhoades et al. (2001). The 12-item scale
in the psychological empowerment section (e.g., “I have significant
Fig. 1. Research model.
autonomy in determining how I do my job.”) was adopted from
Spreitzer (1995). The OCB scale was adopted from Podsakoff et al.
with 24 items (e.g., “Helps others who have heavy workloads.”). The
6-item scale measuring job performance (e.g., “I am effective in my
job.”) used the studies by Ang et al. (2003) and Kim et al. (2009).
This study designed a draft questionnaire, which was examined and
revised by three researchers and hotel managers, and a pilot study
was conducted before data collection. A total of 130 questionnaires
were distributed, and 112 were returned between December 28,
2009 and January 25, 2010, with 108 valid questionnaires collected
for a response rate of 83%. A few changes in wording in the ques-
tionnaire were made based on the results of the reliability test in
preparing the final version of the survey.
Using convenience sampling, researchers chose current
employees from up-scale hotels to luxury hotels as research
subjects. To identify participant hotels, we telephoned different
hotels; in all, 26 hotels agreed to have employees fill out question-
naires received by mail and return them. The study used SPSS 12.0
for descriptive statistic analysis and reliability analysis; Amos 7.0
was used for confirmatory factor analysis and structural equation
modeling.
4. Research findings
4.1. Respondent profile
The questionnaires were formally issued from March to April
2010. A total of 513 questionnaires were distributed, and 423 were
returned. Ten questionnaires were eliminated because they were
returned only partially completed, so 413 valid questionnaires were
collected for a response rate of 80.5%. Table 1 shows that most
respondents were females: 279 participants (67.6%). Some 213 par-
ticipants (51.6%) were aged 21–30, and another 140 participants
were between 31 and 40 (33.9%). Education levels were mostly
college (46.5%) or vocational school (28.3%). Most employees were
formal hotel employees (88.4%) and had previously served in the
hotel industry for more than one year but less than three years.
They were mainly in three departments: front office, housekeep-
ing, and food and beverage; 178 employees (43.1%) were from the
food and beverage department.
4.2. Descriptive analyses
As Table 2 illustrates employees’ perceptions about organiza-
tional care for their welfare and emphasis on their contributions
was average (mean = 4.75), implying that employee perceived level
of support from the hotel was not high. Hotel employees had
fair agreement with psychological empowerment (Mean = 5.00),
suggesting that employees felt somewhat good about being
empowered. Hotel employees identified their level of OCB as
“somewhat agree” (Mean = 5.48), reflecting that employees agreed
5. 184 C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190
Table 1
Respondents’ profile.
Variables Sample (N = 413) Percentage (%) Variables Sample (N = 413) Percentage (%)
Gender Department
Male 134 32.4 Front office 67 16.2
Female 279 67.6 Housekeeping 60 14.5
Age Food and beverage 178 43.1
20 and below 22 5.3 Administration 20 4.8
21–30 213 51.6 Human resource 27 6.5
31–40 140 33.9 Finance and sales 24 5.8
41–50 33 8.0 Engineering 23 5.6
51–60 5 1.2 Marketing and sales 14 3.4
60 and above 0 0 Period working in current hotel
Marriage 6 months and below 27 6.5
Unmarried 278 67.3 6–12 months 73 17.7
Married 135 32.7 1–3 years 166 40.2
Others 0 0 3–6 years 67 16.2
Education 6–9 years 27 6.5
Junior high 5 1.2 9 years and above 53 12.8
Senior high 87 21.1 Period working in the hotel industry
College 117 28.3 6 months and under 17 4.1
University 192 46.5 6–12 months 49 11.9
Graduate school 12 2.9 1–3 years 149 36.1
Position 3–6 years 85 20.6
Full-time 365 88.4 6–9 years 47 11.4
Part-time 48 11.6 9 years and above 66 16.0
that individuals should help new coworkers solve problems and
adjust to the hotel working environment, as well as actively help
with absent coworker tasks. The degree of agreement on job per-
formance was “somewhat agree” (Mean = 5.27), i.e., employees
somewhat agreed that individual job performance was good. The
correlation between each variable was significantly positive. The
Cronbach alpha values of research variables were in the range of
0.772–0.912, indicating good reliability (Nunnally, 1978).
4.3. Confirmatory factor analysis
To validate the developed constructs, the research model was
estimated with the confirmatory factor analysis (CFA) in which
all measurement items were loaded on their expected constructs,
and the constructs were correlated in the analysis (Gerbing and
Anderson, 1988). In the testing model for confirmatory factor anal-
ysis, all factor loadings were significant (p < 0.001). The test result
of adaptability was 2 = 3593.96, df = 1118, 2/df = 3.21, RMSEA
(root mean square error of approximation) = 0.07, NFI (normed fit
index) = 0.78, NNFI (non-normed fit index) = 0.83, and CFI (com-
parative fit index) = 0.84, which was below the model adaptability
standard suggested by Hair et al. (2006) (2/df 3, RMSEA 0.08,
NFI 0.90, NNFI 0.90, CFI: higher value indicates better fit). Thus,
the model required some amendment. The study removed items
with factor loading 0.5 (Bagozzi and Yi, 1988) and cross load-
ings. The results for the revised testing model were 2 = 2188.99,
2/df = 2.75, CFI = 0.90, NNFI = 0.89, and RMSEA = 0.07, indicating
that the modified model achieved an acceptable standard. Table 3
shows that the composite reliability ranged from 0.77 to 0.93, or
greater than the standard of 0.6. In terms of the convergent and
discriminant validity of the questionnaire, the average variance
extracted for each factor was between 0.47 and 0.71, which was
either close to or higher than 0.5. Therefore, the convergent validity
of the study measurement scale was acceptable (Karatepe, 2006).
The square correlation coefficients of any two variables were less
than the average variance extracted; in conclusion, the measure-
ment scale had discriminant validity (Fornell and Larcker, 1981).
4.4. Structural equation model
Lastly, the study applied a structural equation model to verify
hypotheses for the causal relationships between variables. Struc-
tural equation model combines aspects of multiple regression and
factor analysis to estimate a series of interrelated relationships
among variables simultaneously (Hair et al., 2006). Table 4 shows
that the difference (2) between the Full Mediation Model and
Direct Effects Model 2 is 234.2. The indices, GFI, CFI, NNFI, and
RMSEA of the Full Mediation Model indicated good adaptability,
indicating that the Full Mediation Model had better adaptability
than the Direct Effects Model. Next, the study compared the Par-
tial Mediation Model to the Full Mediation Model; the difference
(2) of 2 is 22.83. The adaptability index, GFI, CFI, NNFI, and
RMSEA of the Partial Mediation Model demonstrated that the Par-
tial Mediation Model exceeded the Full Mediation Model in terms
of adaptability. Adaptability indices were 2/df = 2.31, GFI = 0.819,
CFI = 0.928, NNI = 0.921, and RMSEA = 0.056. The model adaptabil-
ity was satisfactory, and in accordance with the study’s theoretical
framework.
In conclusion, the Partial Mediation Model was a suitable
model. Table 5 indicates the results. POS significantly and pos-
itively affected OCB (ˇ = 0.12, p 0.01); thus, hotel employees’
POS positively related to OCB, validating Hypothesis 1. POS neg-
Table 2
Descriptive analyses.
N = 413 Mean (S.D.) Cronbach’s ˛ Correlations
1 2 3 4
1. Perceived organizational support 4.75 (1.06) 0.772 1
2. Psychology empowerment 5.00 (0.84) 0.846 0.531**
1
3. Organizational citizenship behavior 5.48 (0.69) 0.912 0.408**
0.473**
1
4. Job performance 5.27 (0.82) 0.907 0.213**
0.452**
0.504**
1
**p-Value 0.01.
6. C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190 185
Table 3
Results of confirmation factor analysis.
Items Standardized factor
loading
Composite
reliability
Average variance
extract
Perceived organizational support 0.92 0.71
My organization cares about my opinions 0.87
My organization really cares about my well-being 0.90
My organization strongly considers my goals and values 0.91
Help is available from my organization when I have a problem 0.84
My organization would forgive an honest mistake on my part 0.67
Psychology empowerment 0.77 0.47
Meaning 0.94 0.83
The work I do is very important to me 0.87
My job activities are personally meaningful to me 0.93
The work I do is meaningful to me 0.93
Competence 0.87 0.77
I am confident about my ability to do my job 0.86
I am self-assured about my capabilities to perform my work activities 0.89
I have mastered the skills necessary for my job 0.88
Self-determination 0.90 0.74
I can decide on my own how to go about doing my work 0.92
I have considerable opportunity for independence and freedom in how I do my job 0.78
Impact 0.94 0.84
My impact on what happens in my department is large 0.90
I have a great deal of control over what happens in my department 0.92
I have significant influences over what happens in my department 0.93
Organizational citizenship behavior 0.86 0.57
Altruism 0.93 0.73
Helps others who have heavy work loads 0.86
Helps others who have been absent. 0.82
Willingly helps others who have work related problems 0.86
Helps orient new people even though it is not required 0.86
Is always ready to lend a helping hand to those around him/her 0.87
Courtesy 0.90 0.65
Takes steps to prevent problems with other workers 0.78
Is mindful of how his/her behavior affects other people’s jobs 0.83
Does not abuse the rights of others 0.82
Tries to avoid creating problems for coworkers 0.81
Considers the impact of his/her actions on coworkers 0.78
Civic virtue 0.82 0.54
Attends meeting that are not mandatory, but are considered important 0.63
Attends functions that are not required, but help the company image 0.74
Keeps abreast of changes in the organization 0.83
Reads and keeps up with organization announcements, memos, and so on 0.73
Sportsmanship 0.90 0.65
Consumes a lot of time complaining about trivial matters (R) 0.76
Always focuses on what’s wrong, rather than the positive side (R) 0.83
Tends to make “mountains out of molehills” (R) 0.88
Always find fault with what the organization is doing (R) 0.81
Is the classic “squeaky wheel” that always needs greasing (R) 0.76
Conscientiousness 0.88 0.71
Obeys company rules and regulations even when no one is watching 0.81
I am one of my most conscientious employees 0.88
Believes in giving an honest day’s work for an honest day’s pay 0.83
Job performance 0.91 0.62
Fulfilling specific job responsibilities 0.69
Meeting performance standards and expectations 0.78
The performance level of this employee is satisfactory 0.85
This employee is effective in his or her job 0.90
This employee performs better than many other employees who perform the same job 0.69
This employee produces high-quality work 0.81
Note: R refers to reversed question items.
Table 4
Results for fit indices of structural models.
Model 2
2
/df (3) 2
GFI (0.9) CFI (0.9) NNFI (0.9) RMSEA (0.08)
Direct Effects Model 2080.69***
(df = 793) 2.62 – 0.805 0.910 0.902 0.063
Full Mediation Model 1846.49***
(df = 792) 2.33 234.2 0.817 0.926 0.920 0.057
Partial Mediation Model 1823.66***
(df = 790) 2.31 22.83 0.819 0.928 0.921 0.056
Note:
2
presents differences between model and the following model.
Fit indices criteria refers to Hair et al. (2006).
***
p-Value 0.001.
7. 186 C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190
Table 5
Path of structural model.
Standardized path coefficients (t-value)
Direct Effects Model Full Mediation Model Partial Mediation Model
POS → JP −0.10 (−2.16*
) −0.13 (−2.99*
)
PE → JP 0.64 (8.16***
) 0.42 (4.68***
)
POS → OCB 0.10 (2.27*
) 0.12 (2.75**
)
PE → OCB 0.75 (10.11***
) 0.73 (9.64***
)
OCB → JP 0.60 (9.87***
) 0.30 (3.74***
)
Note:
POS presents perceived organizational support.
PE presents psychological empowerment.
OCB presents organizational citizenship behavior.
JP presents job performance.
*
p-Value 0.05.
**
p-Value 0.01.
***
p-Value 0.001.
atively influenced job performance (ˇ = −0.13, p 0.05); therefore,
Hypothesis 2 was not supported. Psychological empowerment sig-
nificantly and positively affected OCB (ˇ = 0.73, p 0.001), thereby
proving Hypothesis 3. Psychological empowerment significantly
and positively influenced job performance (ˇ = 0.42, p 0.001),
thus proving Hypothesis 4. OCB significantly and positively influ-
enced job performance (ˇ = 0.30, p 0.001), hence supporting
Hypothesis 5.
Our study additionally used the testing approach of Baron and
Kenny (1986) to examine whether OCB was a mediating vari-
able. The procedures for regression analyses are as follows: (1)
regressing the dependent variable on the independent variable;
(2) regressing the mediator on the independent variable; and (3)
regressing the dependent variables on the independent variable
and mediator (Baron and Kenny, 1986). If the independent variable
shows significance on the mediator, the mediator shows signifi-
cance in the dependent variable, and the independent variable is
not significant on the dependent variable, there is likely a mediator
between the independent variable and dependent variable (Baron
and Kenny, 1986). Therefore, the study verified each hypothesis
via a three-step approach: (1) the path regression between POS
and job performance as well as the path regression between psy-
chological empowerment and job performance, respectively (these
results must be significant); (2) the path regression between POS
and OCB, between psychological empowerment and OCB (these
results must be significant); (3) the path regression of POS, psy-
chological empowerment, and OCB on job performance. If POS and
psychological empowerment show significance on OCB, OCB shows
significance on job performance, and POS or psychological empow-
erment shows no significance on job performance, then OCB is
likely a mediator. If POS and psychological empowerment still show
significance on OCB, but the path’s path coefficients are reduced,
indicating OCB is a partial mediator. In other words, POS and psy-
chological empowerment influence job performance directly and
influence job performance indirectly through OCB.
According to the direct model in Table 5, POS and psychologi-
cal empowerment featured significant path coefficients (POS → JP:
−0.10, p 0.05; PE → JP: 0.64, p 0.001) on job performance, thus
confirming to the first step of Baron and Kenny’s test. Based
on the complete mediation model in Table 5, the coefficients
between POS and psychological empowerment on OCB were pos-
itive (POS → OCB: 0.10, p 0.05; PE → OCB: 0.75, p 0.001), as was
the impact of OCB on job performance (OCB → JP: 0.60, p 0.001),
fitting the requirement in the second step of Baron and Kenny’s
method. Lastly, the mediation model confirmed with the third step
of Baron and Kenny’s test, indicating path coefficients of POS and
psychological empowerment on OCB, path coefficients of OCB on
job performance, and finally, path coefficients of POS and psycho-
logical empowerment on job performance.
From the Partial Mediation Model in Table 5, employees’ POS
did not positively affect employee job performance (ˇ = −0.13,
p 0.05). In fact, however, POS negatively influenced employees’
OCB (0.12 × 0.30 = 0.04 −0.13).
The study found that OCB was a partial mediator between POS
and job performance. Hotel employees’ POS negatively affected
job performance; however, due to the influence of POS on OCB,
more employees initiated OCB, resulting in enhanced employee
job performance. Thus, Hypothesis 6 was partly supported. In addi-
tion, employee psychological empowerment positively influenced
employee job performance (ˇ = 0.42, p 0.001). Together with the
indirect impact of OCB, employee psychological empowerment
positively influenced employee job performance 0.22 (0.73 × 0.30),
less than the direct influence of employee psychological empow-
erment on job performance (0.22 0.42). Thus, for the effect of
psychological empowerment on job performance, employee psy-
chological empowerment did positively influence employee job
performance, as well as positively affected employee’s OCB, thus
indirectly increasing employee job performance. The study thus
validated Hypothesis 7, that OCB was the partial mediation vari-
able. Fig. 2 shows the research findings, and Table 6 summarizes
the hypothesis results.
5. Discussion
5.1. Perceptions of POS, PE, OCB, and job performance
First, for employees’ POS, employees did not feel strong support
from hotels; hotels could do more to support employees: listening
to employees’ opinions, caring about them. Our result supported
the findings of Susskind et al. (2000), where POS is rated only a
low positive in hotels, restaurants, and retail. For employees’ psy-
chological empowerment, most employees somewhat agreed that
they felt empowered by the hotel in completing tasks; this confirms
Fig. 2. Path results of research model.
8. C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190 187
Table 6
Summary of hypothesis results.
Hypothesis 1 Hotel employees’ POS positively influences OCB Supported
Hypothesis 2 Hotel employees’ POS positively influences employee job performance Not supported
Hypothesis 3 Hotel employees’ psychological empowerment positively influences OCB Supported
Hypothesis 4 Hotel employees’ psychological empowerment positively influences employee job performance Supported
Hypothesis 5 Hotel employees’ OCB positively influences employee job performance Supported
Hypothesis 6 Through the mediating effect of OCB, the POS of hotel employees enhances job performance Partially supported
Hypothesis 7 Through the mediating effect of OCB, the psychological empowerment of hotel employees enhances job performance Partially supported
Chiang and Jang’s studies (2008) of Taiwan hotel employees, in
which the psychological empowerment of Taiwan hotel employees
was not high.
In terms of OCB, this study also confirmed Cho and Johanson’s
studies (2008) on OCB of U.S. restaurant employees. Taiwan hotel
employees generally consider themselves proactive in helping
coworkers and participating in hotel activities. Employees some-
what agreed that they had good job performance.
5.2. The relationships among POS, psychological empowerment,
and OCB
The results showed that POS positively affected OCB. Once the
organization emphasizes the needs and concerns of the employ-
ees, employees feel the support from the organization. Accordingly,
their attitudes toward the organization may become more pos-
itive, making them more willing to expend more effort for the
hotels, as well as motivating employees’ proactive behavior. The
study findings echoed previous research (Moorman et al., 1998;
Settoon et al., 1996), that with higher POS, more employees would
display OCB.
According to Thomas and Velthouse (1990), psychologi-
cal empowerment an internal motivator, which inspires better
employee working behavior. Previous studies suggest that when
the managers release control, employees need to feel empow-
ered psychologically (Conger and Kanungo, 1988). This study
indicated that employee psychological empowerment positively
influences OCB. This finding coincided with previous studies
(Hwang, 2005; Morrison, 1996; Wat and Shaffer, 2005; Yen et al.,
2004), indicating that employees’ psychological empowerment sig-
nificantly influences OCB. Peccei and Rosenthal (2001) proposed
that psychological empowerment comprises work value and self-
determination of work, so when employees have more control and
freedom in their work, they value their work, behave altruistically,
thus encouraging employees to have stronger OCB.
5.3. The relationships among POS, psychological empowerment,
and job performance
The results of this study suggest that hotel employees’ POS does
not positively influence job performance (Hypothesis 2), with POS
negatively influencing job performance (ˇ = −0.13, p 0.01). Chow
et al. (2006) had similar results.
Given the existing literature, this study hypothesized that
employees’ POS might positively influence their job performance
(Lynch et al., 1999; Rhoades and Eisenberger, 2002; Wayne et al.,
1997, 2002). The unexpected result may, however, be due to sup-
pressor variables; when the independent variable is positively
associated with dependent variable, after regression analysis with
another variable, a negative regression coefficient may occur due
to the suppressor variable (Cohen and Cohen, 1983). According to
Table 2, POS and job performance were positively correlated (cor-
relation coefficient = 0.213), although the correlation was lower
than the correlations of the other two variables with job per-
formance. A series of regressions tested the suppressor effect
(Table 7). In regression 1, POS was positively related with job
performance (ˇ = 0.213) when POS was only the independent vari-
able regressed to job performance. In regression 2, POS showed
the negative beta coefficient (ˇ = −0.038) when regressed with
psychological empowerment. In regression 3, its beta coefficient
became non-significant when regressed with OCB to job perfor-
mance. Again, the beta coefficient of POS showed negative beta
coefficient when regressed with psychological empowerment and
OCB to job performance in regression 4. These findings indicated
that psychological empowerment was a suppressor, suppressing
the effect of POS on job performance. Therefore, POS in this study
did not have a positive effect on hotel employee job performance,
which conflicted with previous studies (Eisenberger et al., 1990;
Rhoades and Eisenberger, 2002; Shore and Wayne, 1993; Wayne
et al., 2002). The findings of regressions also suggested that psy-
chological empowerment is more influential than POS on job
performance.
This study verified that employees’ psychological empower-
ment positively affected job performance. These results confirmed
previous research findings (Aryee and Chen, 2006; Hechanova et al.,
2006) and were similar to Wat and Shaffer (2005). When employ-
ees personally feel that they have been given proper control from
the hotel, they have more incentive to work well. Hechanova et al.
(2006) noted that hotel employees’ psychological empowerment
enhances job performance. When individuals consider their job
meaningful, they tend to increase their job performance, believ-
ing that they can finish related tasks at work by themselves
and having fewer doubts (Liden et al., 2000). Thus, employees’
psychological empowerment is important (Conger and Kanungo,
1988).
5.4. The mediating effects of OCB
The study confirmed the relationship of POS and psychological
empowerment on organizational citizenship, while also examin-
ing the correlation between OCB and job performance. Employees’
OCB positively influenced job performance, as in previous stud-
ies (Bell and Menguc, 2002; Chien and Hung, 2008; Posdakoff and
MacKenzie, 1994; Yoon and Suh, 2003). Our results showed that
when employees exerted themselves, giving extra attention and
effort beyond their job description, human and capital resource
were used most effectively. Therefore, improving the entire organi-
zation’s psychological state and social environment may improve
overall employee job performance. In other words, if more working
behavior is self-initiated, employee job performance improves. As
in Tsai et al. (2007), this study considered other manifestations of
job performance improvement, including proactive assistance from
individuals to their coworkers and sustained excellence. Yoon and
Suh (2003) considered that customers’ perceived service quality
can reflect employees’ job performance in the hotel industry. This
study confirmed that employees’ OCB correlate positively to job
performance.
OCB also was the partial mediator between POS and job per-
formance; hence, hotel employees’ POS advances job performance
through OCB. The result was comparable to Chen’s (2008) study on
the mediator variables of OCB, noting that to reciprocate, employ-
ees with high POS develop their OCB and further contribute to job
9. 188 C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190
Table 7
Summary results of regression of suppressor effect.
Independent variable Dependent variable Regressions (n = 413)
R2
(adjusted R2
) Standardized ˇ t-Value p-Value
Regression 1
POS 0.213 4.414 .0000***
JP 0.045 (0.043)
Regression 2
POS −0.038 −0.725 0.469
PE 0.472 9.073 0.000***
JP 0.205 (0.201)
Regression 3
POS 0.009 0.183 0.855
OCB 0.506 10.898 0.000***
JP 0.260 (0.256)
Regression 4
POS −0.125 −2.556 0.011*
PE 0.327 6.457 0.000***
OCB 0.406 8.664 0.000***
JP 0.328 (0.323)
Note:
POS presents perceived organizational support.
PE presents psychological empowerment.
OCB presents organizational citizenship behavior.
JP presents job performance.
*p-Value 0.05.
***p-Value 0.001
performance. Thus, to encourage good job performance, employers
must first induce employees’ OCB. Additionally, organizational care
and emphasis on employees help encourage OCB.
Hotel employees’ psychological empowerment stimulated job
performance through the partial mediation of OCB, which was
also a mediator variable between psychological empowerment
and job performance. Many studies have suggested management
needs to encourage employees to display OCB, so employees need
to feel they have acquired power from the organization (Peccei
and Rosenthal, 2001; Tsaur et al., 2004; Wat and Shaffer, 2005).
In addition, high levels of psychological empowerment among
employees allow quick response to customer requests, improving
service effectiveness and job performance. The study confirmed
that the higher the level of employees’ psychological empower-
ment, the more motivated employees are to perform well at work.
Additionally, while employees have positive feelings about psycho-
logical empowerment, they are motivated to demonstrate more
OCB, which in turn advances job performance.
6. Conclusion and suggestions
6.1. Conclusion
This study verified POS, psychological empowerment, OCB, and
job performance as the research framework. Through a literature
review, we examined causal relationships among these variables.
The subjects of the study were Taiwan hotel employees. The study
found that employees’ POS and psychological empowerment both
positively influenced OCB. Employees’ psychological empower-
ment positively influenced job performance, as did OCB. However,
the assumption that employees’ POS positively affected job perfor-
mance was not valid, for psychological empowerment was found to
be a suppressor, suppressing the effect of POS on job performance.
OCB had a partial mediation effect on the relationship between
POS and job performance; OCB also had a partial mediation effect
on the relationship between psychological empowerment and job
performance.
The study proved that increasing employee proactive working
behavior spurred higher levels of OCB among employees by offer-
ing more attention and care to employees and giving them proper
control at work. Hotel employees’ willingness to demonstrate OCB
is essential to better job performance.
6.2. Academic contribution and practical suggestions
Although demonstrations of OCB are vital to the hotel industry,
the industry itself has seldom been the focus of studies. Using hotel
employees as research subjects, this study highlighted the impor-
tance of OCB in the hotel industry. In discussing existing literature,
the study discovered that OCB was mostly an outcome variable,
coming from many antecedent variables. The study supported past
research, finding that POS and psychological empowerment are
important antecedent variables of OCB. The study also concured
with previous studies on the positive effect of OCB on employee
job performance. One unique contribution of this study was that we
investigated the relationship between POS, psychological empow-
erment, OCB, and job performance simultaneously; using POS and
psychological empowerment as independent variables, with job
performance as dependent variable to verify OCB is the partial
mediator. This study provided deeper theoretical insight into OCB
and its effect on POS, psychological empowerment, and job perfor-
mance.
The study concluded that hotel employees’ OCB significantly
and positively influenced job performance. Employees’ willingness
to show more OCB helps employees to improve job performance.
The study noted that employees with more OCB can effectively
accomplish their tasks; however, employees’ motivation from
OCB depends on the degree of employees’ POS and psychological
empowerment.
Taiwan hotel employees do not have high POS because they
perceive that they are not valued by the hotel management. Thus,
the study suggested that to make employees feel cared for, hotels
should proactively offer employee benefits, protect their rights, lis-
ten to their voices, and provide training. Hotel employees face a
complex and rapidly changing environment. Moreover, customer
service demands immense focus and creates pressure. The study
recommended hotels to provide good benefits and working con-
ditions for employees; once employees feel support from hotel
management, this will elicit more OCB, improving their job per-
formance.
10. C.-F. Chiang, T.-S. Hsieh / International Journal of Hospitality Management 31 (2012) 180–190 189
The study discovered that hotel employee psychological
empowerment is their perceived power in the workplace. To
provide more psychological empowerment to employees, man-
agers should often solicit suggestions from employees about work
tasks, departmental affairs, or organizational policy. In sharing
their thoughts with managers, employees may realize that they
have influence as well. Lastly, the organization should encour-
age employees to participate in training classes to enhance their
autonomy in making astute decisions and thus enhancing their
job performance. This will also reduce time wasted waiting for
managerial instruction, thus improving work effectiveness and
increasing employees’ sense of responsibility.
In sum, hotel managers should communicate more with
employees, listen to their voices, and establish a harmonious rela-
tionship so that employees feel important. The organization should
attach importance to employee contributions and proactively pro-
vide benefits to employees. Managers should allow employees real
power, so employees are willing to take the initiative to solve cus-
tomers and coworkers’ problems promptly. By exerting external
influence on employee feelings, the organization spurs employees
to improve their performance.
6.3. Research limitations and future research suggestions
The study suggested that compared to workers of other service
industries, hotel employees have more professional knowledge and
skills; thus, demonstrations of OCB are very important. The study
selected Taiwan hotel employees as research subjects. Accordingly,
the research findings only apply to Taiwan hotel employees and
cannot be extended to overseas employees or employees from
other service industries in Taiwan.
Another limitation of this study was the questionnaire dis-
tribution. Questionnaires were distributed by the hotel staff or
managers of human resource department. All questionnaires were
self-reported, which may have contributed toward the common
method bias. The study suggested managers to evaluate employee
job performance and answer survey questions, using qualita-
tive and quantitative research methods simultaneously for future
research. In this study, POS and psychological empowerment func-
tioned as independent variables; other researchers may investigate
other possible independent variables.
By analyzing variable relationships, the study discovered a
significant correlation between POS and psychological empow-
erment; however, this relationship requires further clarification.
One assumption concerning their relationship is that, after the
organization provides employee autonomy, employees may sense
organizational support. Another explanation may be that, after
employees feel organizational support, they feel empowered.
Future studies should investigate the relationship between these
variables. Finally, the research studied Taiwan hotel employees;
however, hotel employees from other cultures and identities may
reflect different psychological perceptions. Thus, cultural differ-
ences should be analyzed to obtain thorough comparisons.
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