Ethical climate influences on employee commitment through job satisfaction in a transport sector industry

This study examined the extent to which an ethical climate moderates the relationship between job satisfaction and perceptions of organisational commitment. The study sample consisted of 839 employees of a railway organisation in the Democratic Republic of Congo (DRC) (women = 32%). Perceptions of the organisation’s ethical climate were measured using the Ethical Climate Questionnaire (Victor & Cullen, 1998), job satisfaction was measured using the Job Satisfaction Questionnaire (Lock, 1976), and organisational commitment was measured using the Organisational Commitment Scale (Meyer & Allen, 1997). Data were analysed by applying hierarchical moderator regression analysis to predict employee commitment from job satisfaction, in interaction with the ethical climate. The findings indicated that the ethical climate dimensions of caring, law and code, rule, independence, and instrumental predicted 72% of the variance in job satisfaction and 73% of the variance in employee commitment. Positive perceptions of an ethical work atmosphere and clear code of conduct would enhance employees’ levels of dedication, loyalty, and commitment to the organisation.     

Career-related dispositional factors in relation to retention within the retail sector: An exploratory study

The study aimed to explore the extent to which employees’ organisational commitment and career adaptability predicted employee retention factors in the South African retail sector; taking employee demographics into account. A sample of 224 early to mid-career permanent retail employees participated in the study (single?=?51.3%; female?=?53.1%; mixed-race?=?50.9%). The participants responded to surveys on their organisational commitment, career adaptability, and retention factors. A stepwise regression analysis was computed to predict employee retention factors from their organisational commitment and career adaptability. Results suggested the organisational commitment and career adaptability to explain 16% of the variance in employee retention factors. Of the organisation commitment factors, affective commitment was the most predictive of employee retention; followed by normative commitment. The career adaptability factor of curiosity predicted work-life balance. Talent retention in the retail sector appears to be explained by organisational commitment factors relatively more so than by career adaptability factors.     

Career meta-capacities and retention factors of recruitment advertising agencies: An exploratory study

This study aimed to determine the extent to which employees’ career adaptability and employability capacities predicted employee retention factors in the information sector industry. A probability sample of 337 South African recruitment advertising employees participated in the study (females = 65.9%; black Africans = 53.4%, predominantly early career stage (aged > 40 years = 57.9%). The employees responded to surveys on their career adaptability, employability capacities, and job retention considerations. Step-wise hierarchical regression analysis was computed to predict employee retention factors from their career meta-capacities of career adaptability and employability attributes. Results suggest the career meta-capacities to explain 71% of the variance in employee retention factors. Moreover, overall career adaptability (concern, control, curiosity, and cooperation) predict the overall retentions factors of employees. White employees self-reported with higher work retention and career opportunities than employees of other races/ethnicities. Career adaptability and employability capabilities matter for talented employee retention in the information sector industry.     

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance,Job, and Life Attitude

Drawing on the job‐demands resources model, we investigated the relationship between supervisor support and employee performance and the mediating effects of work‐life balance (WLB), job and life satisfaction, and organizational commitment in a sample of 305 financial‐sector employees in Sydney, Australia. Results reveal that supervisor support is positively related to employee performance, WLB, job and life satisfaction, and organizational commitment. In turn, WLB, job and life satisfaction, and organizational commitment are positively linked to employee performance. The findings indicate a significant mediation between supervisor support and employee performance only through WLB and organizational commitment. Implications for theory and practice are discussed.     

Self-determination at work: Understanding the role of leader-member exchange

Integrating self-determination theory (SDT) and leader-member exchange (LMX) theory, we explore the role of the leader in facilitating employee self-determination. We test a model of the linkages between employees’ leader-member exchanges, psychological need satisfaction (i.e., satisfaction of autonomy, competence, and relatedness needs), autonomous motivation, and attitudinal outcomes. We posit that high-quality leader-member exchanges facilitate satisfaction of employees’ fundamental psychological needs, which, in turn, enhance autonomous motivation and outcomes. Results for 283 working professionals supported this notion. Structural equation modeling indicated that the employee’s perception of the quality of the LMX was positively related to satisfaction of the needs for competence, autonomy, and relatedness. Satisfaction of competence and autonomy needs was positively related to autonomous motivation, which, in turn, was associated with higher levels of job satisfaction, affective organizational commitment, and subjective vitality. Our findings accentuate the role of leader-employee relationships in creating self-determination at work, and reinforce the importance of self-determination for employee attitudes and well-being. Limitations, implications, and directions for future research are discussed.     

中国背景下员工沉默的测量以及信任对其的影响

应用自行编制的员工沉默行为调查问卷,通过对928名被试的调查,对中国背景下员工沉默行为的结构维度进行了探讨。探索性因素分析结果表明,员工沉默由三个因素构成。三因素结构的结果在验证性因素分析中得到了证实。由此得到结论,员工沉默有三维结构：默许沉默、漠视沉默和防御沉默。以员工沉默的三个维度为因变量,以员工对上级和组织的信任为自变量进行回归分析,结果表明,员工对上级信任对员工沉默三个维度都有负面影响,而员工对组织信任对默许沉默和漠视沉默有负向影响,对防御沉默的影响并不显著     

配偶情绪智力对员工工作投入的影响：员工生活幸福感的中介作用和性别的调节作用

本文关注配偶情绪智力对员工工作投入的跨领域的人际间影响。基于努力-恢复模型视角和情绪智力文献, 本文提出高情绪智力的配偶能够通过提升员工生活幸福感, 从而促进员工工作投入。此外, 通过整合社会性别角色理论, 本文进一步讨论了员工性别的调节作用。通过两个子研究, 本文发现：配偶情绪智力与员工生活幸福感之间呈现正相关关系; 员工生活幸福感与员工工作投入之间呈现正相关关系; 员工生活幸福感中介了配偶情绪智力对员工工作投入的影响; 并且, 员工性别调节了配偶情绪智力和员工生活幸福感之间的关系, 即当员工为男性时, 配偶情绪智力对该员工生活幸福感的正向影响更强; 此外, 员工性别还调节了员工生活幸福感在配偶情绪智力和员工工作投入之间起到的中介作用。本研究首次提出和检验了配偶情绪智力对员工工作投入的跨领域的人际间积极影响, 具有理论和实践上的重要意义。     

Quality of working life and commitment amongst employees in public organisations in Ghana: does job involvement matter?

This study tested a mediation model of job involvement to predict organisational commitment from quality of work life. A total of 137 workers employed in two public organisations participated in the study (males?=?52.6%, females?=?47.4%, junior staff?=?67.9%, senior staff?=?32.1%, age range 24 to 53 years). Hierarchical multiple regression analysis was computed on the data to model the effects of job involvement on organisational commitment taking into account quality of work life. The results indicated job involvement partially mediated the relationship between quality of worklife and organisational commitment (β?=?0.242, t(134)?=?4.475, p?=?0.05). Thus job involvement is important to employee commitment and should be targeted for intervention support in work organisations.     

Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Exploring Different Forms of Job (Dis)Satisfaction and Their Relationship with Well‐Being,Motivation and Performance

Job satisfaction is often treated as a one‐dimensional construct. In contrast, Bruggemann ( 1974 ) postulated six distinct forms of (dis)satisfaction: four types of satisfaction (progressive, stabilised, resigned, pseudo) and two types of dissatisfaction (constructive, fixated). Despite her theory's practical relevance, few researchers have explored its assumptions or applications. The current study aimed to characterise a German‐speaking employee sample (n = 892) according to Bruggemann's theory using mixture modelling. We investigated stability of the (dis)satisfaction forms over a five‐month period, as well as their relationship with well‐being, motivation and (self‐reported) performance. We found latent clusters corresponding to most Bruggemann types, though no distinction between progressive and stabilised satisfaction was possible. While cluster membership varied over time, some clusters (e.g. resigned satisfaction) were more stable than others (e.g. constructive dissatisfaction). Overall satisfaction level explained 25–51 per cent variance in well‐being and motivation, and 13–16 per cent variance in performance. Including forms of satisfaction improved cross‐sectional prediction by 2–6 per cent explained variance. Results suggest that unfavourable consequences of job dissatisfaction may be limited to fixated—not constructive—dissatisfaction, though no consistent longitudinal effects emerged. We argue that exploring qualitative differences in job satisfaction promotes a more nuanced and potentially useful understanding of the relationship between satisfaction and work outcomes.     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

Achieving congruence between employee interests and county jobs: a win‐win proposition

Assisting employees to explore internal job switches rather than leaving an organization is a positive measure aimed at enhancing employee retention and job satisfaction. This article describes how a municipal county government used J. L. Holland's (1992) occupational classification system to help employees achieve congruence between their interests and their job requirements.     

The relationship between employees’ experience of performance management and work engagement within a South African organisation

The study investigated the relationship between employees’ experience of performance management and work engagement. Participants were a convenience sample of employed adults (N=202; females=59%, middle management?=?48%, White?=?54%, tenure more than 9 years?=?48%) in an organisation in the vehicle and asset-based finance industry. They completed the Performance Management Questionnaire (PMQ) and Utrecht Work Engagement Scale (UWES). Multiple regression analysis was used to determine the proportion of variance of work engagement that is explained by employees’ experience of performance management. Results revealed that only empowerment significantly predicted work engagement. These findings suggest that when employees experience performance management as empowering, they are also likely to have higher levels of work engagement.     

The effect of empowerment on job knowledge: An empirical test involving operators of complex technology

Two studies were conducted to investigate the predicted effect of empowerment on employees' job knowledge. Study 1 developed a measure of job knowledge, based on knowledge elicitation techniques, for use in work settings. Study 2 used that measure to examine change in employee knowledge following an empowerment initiative. Findings showed a substantial increase in job knowledge, particularly among less experienced employees. Improvements were also recorded for employee self‐confidence and strain, but not for motivation or job satisfaction. The wider theoretical and practical implications are discussed.     

Trait conscientiousness,leader‐member exchange,job satisfaction and organizational citizenship behaviour: A test of an integrative model

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader‐member‐exchange (LMX) quality. Meta‐analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In‐turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher‐quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher‐quality LMX and to gain access to more satisfying job experiences.     

The dimensionality of the Work Related Flow Inventory (WOLF): a South African study

The objective of this study was to validate and explore the factor structure of the Work-Related Flow Inventory (WOLF) as a measure of flow within the South African work context. The sample consisted of N?=?415 employees from various organisations in South Africa (females?=?56.8%, White?=?67.8%, single?=?46%, English?=?34.6%, 18 to 30?=?76.4% and various types of industries and positions). They completed the Work Related Flow Inventory (WOLF), the Utrecht Work Engagement Scale (UWES) and the Job Satisfaction Scale (JSS). Confirmatory factor analysis (CFA) revealed that the WOLF has three dimensions, consisting of absorption, work enjoyment and intrinsic work motivation that fit the data best. The findings further suggest that absorption and work enjoyment relates to work engagement. Convergent validity evidence indicated work absorption, work enjoyment and intrinsic motivation to correlate with both work engagement and job satisfaction in a South African working context. Work enjoyment had the strongest link with job satisfaction.     

Understanding the dynamic relationships among personality, mood, and job satisfaction: A field experience sampling study

This study investigated the within-individual relationship between mood and job satisfaction, and examined the role of personality characteristics in moderating this relationship. The design of the study involved an experience sampling methodology (ESM); 27 employees completed mood and job satisfaction surveys at four different times during the day for a period of four weeks, resulting in a total of 1907 observations. Results showed that within-individual variance comprised 36% of the total variance in job satisfaction, and mood explained 29% of the within-individual variance in job satisfaction. Second, mood and job satisfaction were related both within and across individuals. Third, two personality traits—Neuroticism and Extraversion—were associated with average levels of mood. Fourth, within-individual variability in mood was significantly related to within-individual variability in job satisfaction, and variability in both mood and job satisfaction was predicted by Neuroticism. Finally, personality impacted the degree of association between mood and job satisfaction within individuals.     

A path analytic study of the structure of employee job satisfaction: The critical role of top management

This empirical study examined the structure of job satisfaction for 1991 unionized, hourly rated assembly plant employees. The sample was drawn from 10 product assembly plants in the U.S. automobile industry. A multistage, multivariate model was formulated, involving 15 hypotheses. Causal relationships among the variables in the model were estimated using path analysis. A major finding was that the more positive the individual employee's perception of upper management, the greater the employee's job satisfaction. In addition, the employee's perception of upper management had a greater influence on employee job satisfaction than the employee's perception of immediate supervision (foreman).     

Work conditions and employees' self-set goals: goal processes enhance prediction of psychological distress and well-being

Although previous theory and research suggest that employee well-being should be predicted by work conditions (viz., Karasek and colleagues' job demands-control-social support [J-DCS] model), other factors are also likely to be important. In this study, the authors consider correlates of employee psychological distress and well-being using a goal-focused approach grounded in Ford's (1992) motivational systems theory. Specifically, work conditions and midlevel work goal processes (WGP) were examined in a questionnaire study of health care employees. Regarding predictions derived from the J-DCS model, the authors found full support for the iso-strain, partial support for the nonlinearity, and no support for the buffer hypothesis. Of importance, however, WGP (i.e., cognitions and emotions involved in the pursuit of self-set work goals) explained variance in job satisfaction, burnout, depression, and somatic complaints, over and above that of the J-DCS model. This suggests that investigation of WGP can enhance our understanding of employee psychological distress and well-being.     

Qualitative job insecurity and in-role performance: a bidirectional longitudinal relationship?

This study adds to the understanding of the relationship between qualitative job insecurity and employee in-role performance, by analysing the association longitudinally. While social exchange theory predicts that the relationship should be negative and bidirectional, the job preservation motivation model indicates a self-correcting mechanism, where job insecurity leads to increased performance, which, in turn, could decrease job insecurity. We developed competing hypotheses and examined them using structural equation modelling in a heterogeneous sample of 337 employees. For employees with a higher professional level, results pointed towards a reciprocal causal relationship between qualitative job insecurity and in-role performance, indicating a loss cycle. For employees with a lower professional level, results showed a small positive direct causal relationship between qualitative job insecurity and in-role performance, while the negative direct path from in-role performance to qualitative job insecurity did not reach statistical significance. This is the first study to test the diverging theoretical predictions of social exchange theory and the job preservation motivation model, with regard to the relationship between qualitative job insecurity and in-role performance. Being longitudinal, our study only allows us to hint at possible causal relationships between the involved variables, the chronological order being necessary, but not sufficient to prove causality.