Journal articles: 'Industrial management Organizational learning Job satisfaction Organizational commitment' – Grafiati (2024)

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This study investigated the relationship between perceived organizational support (POS), job satisfaction (JS) and organizational commitment (OC) in an institution of higher learning. The mediating effect of job satisfaction on the relationship between perceived organizational support and organizational commitment was tested. Self-completion questionnaires were administered to a sample of (n=302) participants. Structural equation modelling techniques were used to test the hypothesized relationships. Results indicate strong significant positive correlations among the variables. Furthermore, findings of the study demonstrate that job satisfaction mediates the relationship between perceived organizational support and organizational commitment. The results also showed that there is a significant relationship between perceived organizational support and job satisfaction. A significant relationship between perceived organizational support and affective commitment, as well as continuance commitment was also noted, but no significant relationship between perceived organizational support and normative commitment was found. Results showed a significant positive relationship between job satisfaction and affective commitment, as well as continuance commitment, but no significant relationship between job satisfaction and normative commitment was found. Keywords: academic staff, perceived organizational support, organizational commitment, job satisfaction, relationships, SEM. JEL Classification: J28

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose This study aims to examine the effect of workplace learning experience and intrinsic learning motive on job satisfaction and organizational commitment. In addition, the study examined the moderating effect of intrinsic learning motives on the relationship between learning experience and job satisfaction and organizational commitment. Design/methodology/approach The current research used the Human Capital Corporate Panel survey data set, which aimed to explore how human resource development practices influence corporate performance. In all, 10,003 samples from 441 companies were used for data analysis. Findings Results indicate that taking part in workplace learning programs positively affects job satisfaction and organizational commitment. Likewise, intrinsic learning motives are also positively related to work attitudes. However, no interaction effect between the intrinsic learning motive and the learning experience was found, which may imply that an autonomous extrinsic learning motive is a better predictor for explaining job satisfaction than is a purely intrinsic learning motive within an organizational context. Originality/value Little research has examined the actual effect of workplace learning programs on employees’ attitudes regarding job satisfaction and organizational commitment. Furthermore, to the authors’ knowledge, no research has examined the moderating effect of intrinsic learning motive with workplace learning experience on employees’ positive work attitudes.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper was to investigate the relationship among organizational learning culture (OLC), psychological empowerment (PE), job satisfaction, affective organizational commitment and turnover intention, as very little has been conducted in this regard. Design/methodology/approach – A quantitative research design was used via a questionnaire among 412 Malay-Chinese working in the banking and insurance sector of Malaysia. Findings – OLC and PE were found to influence positively on job satisfaction and affective commitment, but negatively on turnover intention. In addition, job satisfaction was found to perform the role of mediator. Research limitations/implications – The study used self-reported data based on cross-sectional survey. Practical implications – OLC and PE were found to influence affective commitment and turnover intention directly and indirectly, providing an avenue of approach for managers to retain their key employees. Originality/value – The paper examines OLC and PE as antecedents of employees’ attitudes (i.e. job satisfaction, affective commitment and turnover intention), neglected variables along with the mediation of job satisfaction.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Transformational leaders inspire and motivate their followers to achieve extraordinary outcomes and in the process, improve their own leadership capacity. Transformational leadership is known to have a positive effect on followers work outcomes such as productivity, commitment, job satisfaction and so on. The attrition rate in organisations reduces with the increase in employees loyalty, job satisfaction and commitment to their work. The more the employees identify with the organisation, the more they are likely to continue their jobs for a longer period of time. It is imperative to know, from the management point of view, as to what contributes to the employee identification with the organisation, so that sustainability in productivity can be achieved. The rationale of the proposed study is to understand the underlying organizational mechanisms through which transformational leadership determine employees organizational identification. Different transformational leader behaviours involve different influence processes. Research evidences show that Transformational Leadership influences both organizational learning and organizational justice. The constructs of organizational learning and organisational justice are important in determining work related attitudes and emotions respectively. The objective of the present study is to develop a theoretical model to examine how the constructs of transformational leadership, organizational learning, and organizational justice relate to the employees psychological empowerment and organisational identification of the employees.The article is concluded with a discussion on the implications of the model and the possible limitations in the model.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to investigate empirically impacts of organizational knowledge-sharing practices (KSP) on employees’ job satisfaction (JS), interpersonal adaptability (IA) and learning commitment (LC). Indirect effects of KSP on JS are also confirmed through mediating factors (LC and IA). Design/methodology/approach Self-administered questionnaire was used for data collection. Knowledge workers from service sector organizations were taken as population of study. Therefore, three types of institutes (banks, insurance and telecom companies) from services sector of Pakistan were selected for sampling purpose. A sample size of 435 employees, comprising 145 employees from each type of institute, was selected. Linear regression analysis and mediation analyses were performed for statistical analysis. Findings Organizational support for knowledge sharing fosters learning commitment (LC), and interpersonal adaptability (IA) among workforce that ultimately grounds employees’ job satisfaction. Therefore, in our findings, the mediating role of IA is greater than the mediating effect of LC. Research limitations/implications This study presents a firm reasoning to decision makers for implementation of KSP in the organizations. Findings of study offer several subjects for discussion in the field of KS by academics and research. Present research is limited to test the composite effect of KSP for some selected employee outcomes only. Originality/value This research attempts to provide empirical evidence about impacts of KSP on employee outcomes. Research work on such issues was lacking in Pakistani context. Therefore, this paper supplies ample of theoretical base for future research as well as management decision makers to maximize the benefits of implementing KSP at their organizations.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to examine the relationships between several perceptional and behavioral determinants of employees’ knowledge sharing. Based on the conceptual model of the current research, individuals’ learning orientation was theorized as playing a mediating role in the influences of employees’ satisfaction and organizational commitment on knowledge sharing in the Korean retail service industry. Design/methodology/approach To analyze variable relationships, a total of 868 cases, collected from the Korean retail service industry, were used. Structural equation modeling was used for analyzing structural influential relationships among the variables. Findings One of the most important findings is that learning orientation is the key factor influencing knowledge sharing. More specifically, the analysis demonstrated that job satisfaction and organizational commitment have a significant influence on knowledge sharing only through learning orientation in terms of its mediating effect. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. The findings of this study have theoretical implications. In addition, an individual’s job satisfaction and organizational commitment could lead to a more active learning orientation and eventually could enhance knowledge-sharing activities. Practical implications The findings show that learning orientation is the key factor influencing knowledge sharing. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. These findings provide practical implications for practitioners who attempt to promote knowledge sharing among employees. Originality/value Most studies have considered the variables of job satisfaction and employee commitment as outcome variables. However, in the research, this paper founds that satisfied and committed employees could be the most critical influencers for organization performance and knowledge improvement.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

The objective of this study was to test the developed models with empirical evidence regarding job satisfaction (JS) and organizational commitment (OC) as mediators and influential variables concerning problems with performance appraisal and organizational citizenship behavior (OCB). The sample consisted of 450 employees who worked at the operational level in automobile parts manufacturing companies in the Navanakorn Industrial Estate, Thailand. The study’s instrument was applied from previous research and verified for content validity and reliability before collecting the data. Structural equation analysis of 5000 rounds of bootstrapping was used to examine the model developed from the empirical data and the influence of problem variables in appraising work performance. The developed model fitted well with the empirical evidence. JS and OC were identified as mediators among problem variables in appraising performance and OCB, while problem variables in appraising work performance influenced OCB through JS and OC. Findings from this study expand our knowledge of this field and are useful for effective human resource management and performance appraisal. The developed model explains the phenomena of problems with performance appraisal concerning fairness, JS, OC, and OCB. JS and OC are useful mediators to explain and expand knowledge in human resource management and performance appraisal.

APA, Harvard, Vancouver, ISO, and other styles

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to offer empirical evidence on whether and how the work experiences of employees in China influence their union-related attitudes and behaviours. Design/methodology/approach The authors developed a mediated moderation model to examine how job satisfaction and labour relations climate interactively affect union participation and whether union commitment mediates the interactive effects. A total of 585 employees from enterprises in Jiangsu, Zhejiang, Anhui, Jiangxi and Fujian province of China were surveyed to verify the model. Findings Job satisfaction was negatively related to union participation and union commitment. Labour relations climate moderated the relationship between job satisfaction and union participation; the relationship was negative and stronger when employees perceived an adverse, rather than a favourable, labour relations climate. Further, the interactive effect of job satisfaction and labour relations climate on union participation was partly mediated by union commitment. Originality/value By empirically examining employees’ attitudes and behaviours towards unions in the Chinese context, this study confirms that unions could provide employees with alternative work resources to cope with job dissatisfaction, even in a country where unions play a “transmission belt” role between employees and employers. This study adds value to the existing base of knowledge on union practice and labour relations construction, both inside and outside of China.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues. Design/methodology/approach – Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses. Findings – Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions. Research limitations/implications – The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained. Practical implications – The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention. Originality/value – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

PurposeThe purpose of this paper is to increase understanding of the influence mechanisms of specific HR practices variables – salary, job stability and job enrichment – upon employee commitment, through the mediating role of job satisfaction, in a developing country context. Crucially, these indicate employee commitment.Design/methodology/approachThe study analyzed three specific HR practices with a sample of 263 employees in the banking industry of Pakistan. A structural equation modeling methodology is adopted.FindingsThe findings indicate that remuneration strategies were positively related to job satisfaction and employee commitment. Regarding the intervening impact of job satisfaction, this study found that it mediates only for non-monetary strategies between job satisfaction and employee commitment.Research limitations/implicationsA key limitation is that this is a cross-sectional study, perhaps not generalizable over longitudinal approaches. Another limit is posed by the developing country context of this study, perhaps not applicable to some developed countries.Practical implicationsFrom an HR perspective, managing salary structure is an ongoing issue. The proposed model suggests the use of specific practices about satisfaction and commitment as intermediate steps to manage employee commitment.Originality/valueThe research offers a unique understanding from the developing country context of Pakistan. This provides a novel study conducted to examine employee commitment using the high-performance work practices model.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Organizational redesign was studied at an industrial company. The outcome was documented during a two-years period by means of interviews, questionnaires and documentation material. The aim of the study was to describe and analyze what aspects of work industrial workers found important while in the midst of the organizational redesign. Workers considered personal responsibility, variation in tasks, and control over their work situation the most important factors. Much more information and performance feedback from management was desired. They also wanted more possibilities to influence decisions regarding their work and greater freedom to plan their work activities. Workers had conforming needs with respect to their desired work situation, even though they rated their existing work situation differently. The involvement in the change process seemed to positively influence their development and commitment to work. The findings emphasize a shift from individual focus on “resistance to change”, to a holistic focus on “preparation to change”. An integrated view on structural, relational, and individual factors entails a better understanding of the change process as a phenomena, and might give a key to a better understanding of work motivation and satisfaction.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to analyse the referral-based recruitment process in temporary work agencies (TWA) and its influence on workers’ attitudes and turnover. Design/methodology/approach By means of a quasi-experimental design with equivalent groups and repeated measures, differences in attitudes -group commitment, task commitment, group satisfaction, general job satisfaction and job involvement- and turnover in a group of workers recruited by the TWA through the “bring a friend” procedure based on employee referrals and in another group comprising workers not recruited through employee referrals are studied. Findings The results obtained show that workers recruited through employee referrals by the TWA are characterized by having greater group commitment, task commitment, task satisfaction, general job satisfaction and turnover than employees not recruited through employee referrals. These differences are explained on the basis of expectations and the feeling of obligation generated in the recruitment process. Research limitations/implications The sample size is an element to take into account when valuing the obtained results. Moreover, the effects of the recruitment programs with employee referral on the TWA should be analyze on more qualified jobs. Furthermore, they should be also evaluated if the effects on the attitudes stay the same in longer periods. Originality/value This is the first paper to examine the impact of the employee-referral-based recruitment method known as “bring a friend” on attitudes – group commitment, task commitment, group satisfaction, general job satisfaction, and job involvement – and turnover of employees when used by TWA. Likewise, we want highlight the fact that this is a longitudinal research study.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed. Design/methodology/approach – Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology. Findings – Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance. Research limitations/implications – The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested. Practical implications – Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies. Originality/value – A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

As a result of globalization and the influence of working remotely, it has become more important to develop high-quality relationships in the organization for more cohesive teamwork among employees. High cohesiveness and synergy among employees will help organizations to achieve their goals. Management needs to understand how to interact with employees in ways that boost job satisfaction and engagement as perceived by employees. Many scholars agree that organizational performance is an indicator of how well an organization attains its desired goals. In addition to the roles played by the managers and superiors, organizational performance is also dependent upon the synergy of each individual employee's performance and their teamwork. Whether it is private or government agencies, service or manufacturing, employee performance is very important. In this paper, we hope to discuss and describe the relationship between three elements of Organizational Relationship Quality with the lecturer's performance. The dimensions of Organizational Relationship Quality include Organizational Trust, Organizational Commitment and Organizational Relational Norms. In addition, we hope to better understand the relationship and how the dimensions of relational norms are associated with a lecturer’s performance in institutions of higher learning.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of fit perceptions – person–organization (P–O) fit, person–job (P–J) fit and person–group (P–G) fit – mediate the relationship between socialization tactics and positive socialization outcomes: organizational commitment, job satisfaction and intent to quit. Design/methodology/approach Responses from participants – 207 Korean youth workers – were subjected to ordinary least squares path analyses with bootstrapping to test the hypotheses. Findings First, this study found that socialization tactics promote youth workers’ perceived fit with organization, job, and people. Then, the mediation model showed that content socialization tactics do not influence dependent variables (socialization outcomes) through mediators (fits), while context tactics influence through perceived P–O fit and P–G fit for organizational commitment only, and social tactics through perceived P–O, P–J and P–G fit for organizational commitment, job satisfaction and intent to quit. Research limitations/implications The results of this study suggest that institutionalized social tactics can serve as a key socialization method for new employees. In addition, youth organizations need to implement jointly formal and collective training programs with follow-up social workplace learning (e.g. mentoring and study circle) to help newcomers share the values of the organization and integrate well into it. Originality/value This study contributes for understanding the socialization process of new employees working in educational and social work fields and role of fit perception between socialization tactics and their career successes.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This study investigates the impact job satisfaction, job involvement, organizational commitment, and transfer climate on the training transfer process. Training transfer refers to the application of the new learning and to performance at work. A two-time data collection was implemented among employees of a public health insurance company who attended professional training programs (N = 118). Data analysis revealed that (1) job involvement negatively influenced transfer, (2) peer support positively influenced transfer, (3) openness to change had a negative relationship with transfer, and (4) these three predictors have an indirect effect on performance at work.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose Following an “employee-centric” approach, the purpose of this paper is to examine the effects of high-performance work systems (HPWS) on employees’ work engagement and job satisfaction, and the mediating effect of these variables on employees’ affective commitment and intention of leaving their hospital. Design/methodology/approach Structural equation modeling was used on a sample of 296 clinicians (doctors and nurses) across seven Greek regional hospitals. Findings The findings indicate a strong positive effect of HPWS on employees’ job satisfaction, affective commitment, and work engagement and a negative effect on their intention to leave. In addition, employees’ engagement and job satisfaction positively mediate the HPWS effects on employees’ affective commitment and negatively on their intention to leave. Practical implications The findings not only validate previous studies’ conclusions, but also provide evidence for the potential fruitfulness of the HPWS approach in improving employees’ outcomes and well-being in turbulent times. Originality/value Although the argument that HPWS has a positive effect on organizational performance and productivity is well established, there are considerably fewer studies that examine the positive effects of HPWS specifically on employees’ job attitudes and outcomes, and the processes through which HPWS influences health-related outcomes. Finally, this study confirms the argument that HPWS can be a fruitful approach even in a country severely affected by Europe’s debt crisis over the last five years.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

With the spread of Big data, there is an increasing interest in Unstructured Data analysis techniques, and studies are being carried out to extract valuable information from vast amounts of academic data. Most passive analysis of large texts by humans is time consuming and laborious and difficult, so a technique that can automatically classify them in order to supplement them is needed. Therefore, this study analyzed and visualized by using Unstructured Data such as the main words, thesis title, and abstract of ‘Korean Journal of Industrial and Organizational Psychology’ published from 2010 to 2017. The results of the study are as follows. First, ‘organizational commitment’ was frequently used as a result of visualization of the key words using wordcloud. Job satisfaction, job enthusiasm, turnover intention, emotional labor showed the order. Second, the title of the paper and the abstract were automatically classified into 10 topics based on the LDA probability. Topic 8(organization/commitment/perception) was the highest, and Topic 5(behavior/management/boss) was the lowest. Third, the relationship between the main author and the correspondent author appeared as six large groups and several small groups. We were able to identify influential authors within the group. In this study, it is suggested that related researchers can get access to another research by deriving information from a vast amount of academic data more quickly and easily.

APA, Harvard, Vancouver, ISO, and other styles

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to examine the relationship of gender-sensitive practices and family support in predicting psychological well-being of women assessed as stress, job satisfaction, commitment and intent to leave. Using the crossover theory, it also examines how gender-sensitive practices lead to family support, which in turn leads to reduced stress leading to high satisfaction and commitment and reduced intention to leave. Design/methodology/approach Data were obtained from a sample of 302 women employees working in call centers in NCR, India on psychometrically sound scales. Findings Analysis revealed that gender-sensitive practices are positively related to family support through the mechanism of crossover. Amply supported by data, the study exhibits the complementary relationship between gender-sensitive practices and family support, and their impact on psychological well-being of women employees. Research limitations/implications The sample may reflect same source bias as the data are collected from a single source. Practical implications The implementation of effective gender-sensitive practices might invite strong family support and then, both can be a source of great happiness to women employees and can lead to reduction in stress and, hence, greater job satisfaction, commitment and lesser intent to leave. Originality/value Very few research exist which have taken up the issue together. So, this study is an endeavor toward understanding the relationship between gender-sensitive practices and family support and their effect on job outcomes in a novel socio-cultural environment.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to examine the impact of social and economic changes, particularly the transition from a collectivistic to an individualistic society, on the meaning of work (MOW) in Israel. Design/methodology/approach A questionnaire probing the MOW domains (economic orientation, intrinsic orientation, interpersonal relations, entitlement and obligation norms and job satisfaction) was conducted on a representative sample of the Israeli labor force in 1981 (n=973) and 2006 (n=898). Findings A comparison between the results of the 1981 and 2006 surveys shows a significant increase in economic and intrinsic orientation, and a significant decrease in interpersonal relations orientation, job satisfaction and obligation and entitlement norms. Work centrality remained stable. The demographic factors, especially education, have some impact on the MOW domains. Practical implications The transformation of work values reflects the changes in employees’ expectations and needs. Therefore, organizations are compelled to find new material and non-material reward systems and methods to maintain employee commitment, motivation and satisfaction. Various implications for organizations and management are discussed. Originality/value This cross-sectional study explores how the combination of economic and social changes is reflected in employees’ job satisfaction and other work values. Furthermore, the study examines the impact of the main demographic factors on the MOW and offers suggestions to gain employees loyalty and commitment based on all the findings.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to investigate the affective and normative mechanisms linking high-commitment human resource management (HCHRM) to employee turnover intention. Accordingly, the authors hypothesize that positive affect and group job satisfaction mediate the relationship between HCHRM and turnover intention. Design/methodology/approach – Based on a sample of 471 employees and their supervisors from 53 assembly lines in China, the hypotheses were tested with hierarchical linear modeling. Findings – The results suggested that both positive affect and group job satisfaction significantly mediated the negative relationship between HCHRM and turnover intention. Moreover, the indirect effect of HCHRM on turnover intention via group job satisfaction was larger than that via positive affect. Practical implications – In the Chinese context, HCHRM practices are effective in reducing turnover intention of the first-line employees on assembly lines. Organizations should show concerns for front-line workers’ positive affect and group job satisfaction to reduce their turnover intention. Originality/value – The present research contributes to the extant literatures by uncovering the affective and normative mechanisms of the HCHRM-turnover intention association.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The purpose of this paper is to investigate how employees use anonymous social media to cope with organizational change, which may affect various engagement outcomes. Specifically, this study focuses on change communication from management (i.e. top–down communication) and workplace freedom of speech (i.e. bottom–up communication) as potential antecedents of anonymous communication. In turn, commitment, turnover intention and job satisfaction are examined as engagement outcomes. Design/methodology/approach An online survey was conducted at Microsoft through Blind, a mobile platform for anonymous communication at work. A series of regression models were used to test hypotheses. Findings Results demonstrate that: the quality of change communication was related to anonymous social media use for information and support seeking; workplace freedom of speech was related to anonymous social media use for expressing ideas; perceived usefulness and trustworthiness of anonymous social media positively affected the usage of them; and the quality of change communication and workplace freedom of speech were linked to affective commitment and job satisfaction. Originality/value Despite the growing popularity of anonymous social media at work, their use and influences have received scarce empirical attention. This study advances the authors’ knowledge of the antecedents, characteristics and outcomes of anonymous social media use in a work environment characterized by frequent organizational changes. The findings also highlight the significance of communication qualities and freedom of speech at work.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Abstract This research examined potential sex differences in work experiences and work outcomes in a sample of Egyptian managers and professionals. Relatively little research has been undertaken on potential sex differences in human resource management in Egyptian organizations and even less during and following the Arab spring. Data were collected from 121 managerial and professional employees, 77 males and 44 females, using anonymously completed questionnaires. Respondents were relatively young, had university educations, had short job and organizational tenures, and held lower level -management jobs. All measures employed here had been used and validated previously by other researchers. Work experiences included supervisor empowerment behaviors and levels of personal empowerment. Work and well-being outcomes included job satisfaction, organizational commitment, work engagement, exhibiting voice behaviors, workplace learning opportunities, intent to quit and employee health symptoms. Significant sex differences were present on most personal demographic and work situation characteristics: men were at higher organizational levels, earned more money, were older and had longer organizational tenures, among others. There were fewer significant sex differences on work experiences and work outcomes. When differences were observed here, women indicated less positive responses.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

AbstractIn the last four decades, person-job fit, person-organization fit, job related attitudes and behaviours have remained topics of considerable interest in the fields of human resource management, organizational behaviour and industrial psychology. Person-job fit, which is the match between the individual’s knowledge, skills and abilities and the demands of the job positively, contributes to organizational attitudes and behaviour such as job satisfaction, job performance, employee’s commitment, display of organizational citizenship behaviour and employee’s engagement. This study therefore seeks to explore the nitty-gritty of person-job fit and its effect on employee engagement in Edo State Secretariat, Benin City using survey research method. Non-probabilistic sampling techniques comprising of purposeful and convenience techniques were used to elicit information via questionnaire from 250 respondents. Data collected were analyzed using descriptive statistics, correlation and linear regression analysis with the aid of Statistical Package for Social Science (SPSS) version 17. The results of the study showed that there is significant relationship between person-job fit and employee engagement. As predicted, the study also revealed that person-job fit exerts a positive and statistically significant effect on employee engagement. Thus, the study recommends among others that management should emphasize the suitability between job characteristics and employees ability to perform the job. This will go a long way to help employees recognize the similarity among them and thus exchange positive and supportive attitudes and behaviours.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose This paper aims to investigate the relations between employee corporate social responsibility (CSR) attitudes on job satisfaction (JS) and organizational commitment (OC) in the context of Bangladeshi banks in the developing world. Specifically, it examines the relationship of CSR attitudes with the three diverse aspects of OC: affective OC, normative OC and continuance OC. Design/methodology/approach Comparisons are made via survey data obtained from 502 employees of two banks in Bangladesh using structural equation modeling analysis. The research instrument in four sections illustrates the most common measures in the literature used to evaluate the constructs and their interrelations according to the proposed conceptual model of the study. Findings The outcomes of the study reveal that there is a positive relationship between employee CSR attitudes, and both JS and OC. In addition to establishing a relationship between CSR attitudes and “Affective OC”, this study also found a relationship with “Normative OC”, which is less common in the existing literature. Research limitations/implications The limitations of the study mostly revolve around sample and social desirability. To further test the generalizability and cross-sectional validity of the outcomes, it is suggested that the proposed framework be tested in several other industrial/service sectors of developing countries. Practical implications The findings of the present research encourage companies in the developing world to adopt CSR practices to increase rates of JS and OC. Originality/value The study contributes to the literature on CSR and positive workplace outcomes, specifically in the developing world context. Additionally, and unlike past research, the results show the significant effect of employee CSR attitudes on both affective OC and normative OC.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose Since the 2008 financial crisis, the UK workforce in general has experienced a period of stagnant and falling wages in both nominal and real terms. The main parties involved remain unsure of the consequences from such a historically unusual phenomenon. The purpose of this paper is twofold: first, to explore the main effect on job satisfaction and organizational commitment of those employees who had experienced pay reductions (nominal wage cuts or pay freezes under a positive inflation rate) as compared with those who experienced nominal pay rises during the recent recession; and second, to examine the moderating effect of employee involvement (EI) practices on that relationship. This was done by using aggregated employee perception data to measure organizational EI practices. Design/methodology/approach Employee-employer matched data were used, involving 8,489 employees and their associated 497 organizations (medium or large sized). The number of employees from each organization was between 15 and 25. The data used were extracted from the 2011 Workplace Employment Relations Study in the UK to which the authors applied hierarchical linear regression in STATA 13. Findings The results indicate that when compared with those employees who had nominal pay rises during the recession, employees who had wage cuts or freezes (with 5 percent inflation rate) are significantly and negatively associated with their job satisfaction and organizational commitment, even when controlling for important variables such as perception of job insecurity and the degree of adverse impact caused by recession on the organization studied. That is to say, facing the same perception of job loss, those who experienced pay reductions are significantly unhappier and less committed than those who had pay rises. However, the adverse effect of pay reductions on employees’ work attitudes is much less in workplaces characterized by a high, as opposed to a low level, of EI practices. Research limitations/implications Implications, limitations, and further research issues are discussed in light of current employment relations’ practices. Originality/value The intention is to extend the current debate on employment relations under adverse changes such as pay reductions. Thus, the unique contribution of this study is to examine the value of EI in modifying extreme employee reactions to adverse changes.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Recent research has encouraged the study of psychological empowerment in public organizations owing to its benefits for optimum service delivery and performance improvement in the public context. This study analyzes how learning goal orientation, prove-performance goal orientation, and avoid-performance goal orientation are related to psychological empowerment and how such empowerment influences well-being outcomes within the context of public employees. Analyses of data from 553 public-sector employees showed that only learning goal orientation strongly and positively influences psychological empowerment. Furthermore, the results support the positive and significant relationship between psychological empowerment and both job satisfaction and affective commitment and the negative link with job anxiety levels. Theoretical and practical implications, as well as future directions for the psychological empowerment issue, are discussed.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Abstract. An explicit learning culture can help to systematize learning in small companies with a high degree of informal human resource development. The Dimensions of the Learning Organization Questionnaire (DLOQ; Marsick & Watkins, 2003 ) has already been used to assess learning culture in many international studies mainly with large organizations. However, the multidimensional structure of the DLOQ was criticized in the past. Therefore, this study (N = 856) investigated the dimensionality of a German translation of the DLOQ in the German crafts sector and the effect of the DLOQ dimensions on two criterions (i. e., commitment, job satisfaction). The results confirm the expected seven-factor structure of the German DLOQ (21 items) with good psychometric characteristics that were stable in different subsamples (i. e., different work levels and sectors). The correlations with the criterions confirm the external validity of the DLOQ. Furthermore, leaders rated all seven DLOQ dimensions higher than nonleaders did.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to analyze and contextualize the outcomes of competence development as a restructuring strategy in a company that was significantly affected by the economic recession in 2008. Design/methodology/approach – In the context of restructuring, increased globalization has expanded international competition that in turn has put additional pressure on organizational transformation, restructuring, reorganization and rationalization. Findings – The result indicates that the experience of learning, commitment and job satisfaction have decreased between T1 and T2 (no difference regarding self-efficacy). Originality value – From this study, the authors can conclude that the outcomes of competence development programs are not easily interpreted. Depending on the purpose of the intervention, the results can be interpreted in different ways. It is important to approach the issue of competence development with a wise degree of skepticism.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

AbstractThe study focused on mentoring relationship effectiveness (RE) from the perspective of protégé in the healthcare environment. The purpose tried to examine the effects of interpersonal attraction, self-efficacy and transformational leadership (TL) on RE respectively, to test mentoring function as a mediator, and to verify the effect of RE on protégé work outcomes. Self-administered questionnaires were employed and 306 questionnaires from hospital nurses were collected in total. Structural equation model was used to test the research model. The results indicated that interpersonal attraction and TL do have positive effects on RE while self-efficacy was not; RE also showed a significant effect on job satisfaction and organizational commitment, which verified that the formal mentoring among nurses was good for improving relationship quality and relationship learning between mentors and protégés. Accordingly, to strengthen the antecedent variables would be helpful for mentoring RE, and also the protégé's work outcomes.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – Agency work represents a unique form of employment that has received increased attention in recent years. Supporters of the agency employment industry have cited increased accessibility and flexibility at an individual and organisational level, yet critics have highlighted disparities in treatment and the limited protection afforded by the contract. Previous psychological studies into the working experiences of these employees have forwarded a series of findings that have frequently conflicted, so this paper begins by exploring research into the areas of motive, job satisfaction, job security, and organisational support. The purpose of this paper is to better understand how this form of employment can psychologically affect agency workers by focusing upon these key areas. Design/methodology/approach – The study's research design incorporated 25 semi-structured interviews with agency workers, recruitment consultants, and representatives from third-party employers. These interviews were then supplemented by longitudinal data from follow-up interviews conducted with agency workers from the initial sample. During the study, the researcher undertook a number of agency working assignments, and ethnographic analysis of diary extracts represented a third source of data. Findings – Results highlighted the importance of motive, as it was found to influence how agency workers viewed their employment. The lack of obligation in temporary contracts was perceived to lead to isolation from permanent colleagues, increase vulnerability, and reduce job security and organisational commitment. Research limitations/implications – Findings strongly supported the claim that the pre-assignment motives of individuals had a significant impact upon their resulting experiences. Agency workers employed in longer-term assignments reported greater integration into the organisation, resulting in increased commitment towards the third-party employer, and improved relationships with permanent staff. Originality/value – The current research incorporated multiple perspectives to create an increased understanding of the agency employment industry and its impact upon individuals.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Abstract Objective: This research examined the relationship of perceived supervisor empowerment behaviors with important work and well-being outcomes in a sample of Egyptian managers and professionals. Relatively little research has been undertaken on human resource management in Egyptian organizations and even less during and following the Arab spring. Methodology: Data were collected from 121 managerial and professional employees using anonymously completed questionnaires. Respondents were relatively young, had university educations, had short job and organizational tenures, and held lower level -management jobs. All measures used here had been used and validated previously by other researchers. Findings: Work outcomes included job satisfaction, organizational commitment, work engagement, exhibiting voice behaviors, workplace learning opportunities, psychological well-being and intent to quit. Employee perceptions of supervisory empowering behaviors predicted their levels of psychological empowerment. And both perceived levels of supervisory/leader empowerment behaviors and self-reported feelings of empowerment had significant relationships with the majority of work and well-being outcomes Value Added: Relatively little research has been undertaken on human resource management in Egyptian organizations and even less during and following the Arab spring. This will add to the body of knowledge about Egyptian managers and other Arab regions. Recommendations: Practical implications of these findings along with future research directions are offered. Practical applications include training supervisors on empowerment behaviors, and training all employees on the benefits of personal empowerment and efficacy and ways to increase them.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to investigate how temporary agency workers’ job attitudes are influenced by the fulfilment of the psychological contract; a set of employees’ expectations, formed with the temporary work agency and its client: the host organisation. Design/methodology/approach – The paper estimated moderated regressions with data collected through an online survey of 352 temporary agency workers employed by a large temporary work agency in Switzerland. Findings – Results suggest that temporary agency workers’ job satisfaction, commitment towards the host organisation, and intentions to stay with the temporary work agency relate positively to the fulfilment of the psychological contract by both organisations. Additionally, reported spill-over-effects imply that the fulfilment of the psychological contract by one organisation moderates job attitudes towards the other organisations. Research limitations/implications – Results of the explorative study reveal that future research should consider the interrelated nature of psychological contracts in working arrangements when multiple employers are involved. However, for more generalisable results, a greater international sample, including different temporary work agencies, would be favourable. Practical implications – Findings will help temporary work agencies to better understand how they rely on host organisations to fulfil the temporary agency workers’ psychological contract to attract and retain temporary agency workers. Originality/value – This paper contributes to the literature in the understudied field of non-traditional work arrangements as one of the few to examine these spill-over-effects both empirically and theoretically.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – To contribute to the understanding of how to manage turnover, the purpose of this paper is to determine if sales managers have the ability to predict high levels of propensity to leave (PL) from variables readily available in personnel records, and on commonly used employee surveys. Design/methodology/approach – The data used for the analysis of the study variables were collected from the sales forces of a total of ten firms across a variety of consumer and industrial product categories, resulting in a sample of 604 respondents. Data were analyzed via multiple discriminant analysis. Findings – The analysis and test results demonstrate that discriminant sets of attitudinal variables, personal characteristics, and aspects of the job can be identified and used to establish meaningful classifications of a salesperson's PL. Organizational commitment, satisfaction with pay, family status, job involvement, level of education, and compensation plan were all found to be significant. Analysis fails to support the existence of several attitudinal variables generally thought to be predictors of PL. Originality/value – The overarching implication to be drawn is that any effort to address salesperson turnover must be holistic, rather than limited to a narrow set of variables. These findings hold implications for sales management researchers and human resource/personnel managers.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

PurposeThe purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.Design/methodology/approachA total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.FindingsWe found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.Practical implicationsWe believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.Originality/valueThe paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose The existing gender gap in the workplace, that affects job satisfaction and career advancement of women, creates a need to understand further the causes and effects of the gender gap phenomenon. Although, there are many challenges that affect women’s job satisfaction and advancement in the workplace, this paper aims to investigate work–life balance using multiple theoretical lenses. Design/methodology/approach In total, 15 semi-structured interviews were conducted with women from Nigeria and Ghana residing in the UK, they were selected using a purposive sampling method. Findings The findings show four main factors that explain the choices these women make in relation to work–family. These are cultural sensitivities, current phase in family and work–life, personality types and other influences such as policies and financial commitment. Results also show how these women make these work–family choices using networks and services. Practical implications The paper postulates the need for organisation’s to pay attention to the acculturation and enculturation of these women, which would indicate observing their cultural behaviour’s, values, knowledge and identities to understand how they integrate, assimilate and to also prevent separation and marginalisation. In addition, the use of (internal and external) networks as support systems for these women can create the opportunity for informal learning. Finally, organisation’s should create structure that support workplace learning and should include activities such as decision-making, communication, career advancement planning and flexible work patterns. Originality/value This study contributes to theory using multiple theories (work-family, gender inequality and Theories X and Y in explaining the work–family construct of women of African origin in the UK.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Banking sector is one of the first growing sectors in Bangladesh. Like any other emerging economic sector banking sector’s growth and development needed to be assess and evaluated through employment performance. There are 56 commercial banks in Bangladesh currently offering financial service with different stratagems. Performance evaluation and assessment is significantly important while achieving the goals of the organization and determining the individual contributions to the organization. The objective of the study is to measure the effects of human resource practice on the performance of employee in the banking sector of Bangladesh. The research has been conducted through structural and semi-structural questionnaires and face-to-face interview related to some human resource issues namely-institutional commitment and motivation, employee relations, compensation, physical work environment, training and development, promotion, job satisfaction as well as the employee performance of the designed banks. A set of 30 structural and same number of semi structural questionnaires were given to 328 bank employees of different levels of 10 selected banks. According to the study all the human resource practice including compensation and training & development have significant impact on the employee performance in the banking sector in Bangladesh. The findings of the study provide a clear guidance to the banking policy makers to pursue effective initiatives with in order to achieve organizational goal through the employee performance.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

PurposeThe purpose of this paper is to focus on the Greek banking sector and examine the indirect effects of high-performance work systems (HPWS) on service quality. Specifically, this study examines the effects of employees’ perceptions of HPWS on their trust toward their managers, as well as on service quality, through the mediating role of employee outcomes (measured by job satisfaction and affective commitment). In addition, trust is also tested for its role as a potential mediator and moderator in the relationship between HPWS and employee outcomes.Design/methodology/approachPartial least squares structural equation modeling was used on a sample of 350 front-line employees working in the Greek banking sector.FindingsThe findings showed that employee outcomes mediated the relationship between HPWS and service quality. On the other hand, although trust mediated the relationship between HPWS and employee outcomes, no support was found for its moderating effect. Finally, although not included in the initial analysis, trust was found to play a mediating and moderating role in the relationship between HPWS and service quality.Practical implicationsThis study highlights the vital role that a “trusting” work environment has to play on employee attitudes and outcomes. As this study shows, the positive employee behaviors along with their willingness to accept and support organizational goals influence their level of productivity.Originality/valueThis study sheds lights on the mediating and moderating role of trust in the relationship between HPWS, employee outcomes, and service quality. Finally, implications are drawn for organizations, managers, and practitioners.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

PurposeThe purpose of this paper is to provide a UK older worker's perspective on the influences of multiple work and non‐work related commitments on their decision to extend working lives or to retire. As demographic change and economic challenges related to the financing of health care and pension plans affect retirement policies, this paper seeks to explore the individual worker's perspective. Their choice is framed by seeking to balance financial security in later life with the positive elements of work and the desire to match work with other commitments, something hardly taken into consideration by employers.Design/methodology/approachThe paper combines findings from existing research studies and UK based, semi‐structured interviews conducted as part of two ESF (European Social Fund) funded projects aiming at extending labour market participation for older workers. Key areas, such as retirement planning, training, flexibility and health are explored and the organisational identities/commitment literature provides a conceptual framework for understanding the push and pull factors associated with labour market exit among the over 50s.FindingsFundamental to the success of changes in government pension policies in terms of extending labour market participation of older workers is the element of individual agency rather than a view of victimisation. Viewing older workers as the ones who have to pay for increasing life expectancy by working longer could lead to people staying in work for the wrong reasons, negatively affecting productivity and job satisfaction. The discussion and conclusion stress the need for deeper understanding of work as one contributor to overall quality of life.Originality/valueThe political agenda to prolong working lives is principally driven by economic arguments. However, for any future policies to lead to an intrinsic motivation to want to remain in work, the voices of older workers express the desire to combine work with non‐work related commitments and identities. Achieving such balance could benefit the whole labour force.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Purpose – The purpose of this paper is to quantitatively evaluate which of the elements of five management practice constructs – management commitment, quality practice, team-based work, training, and sharing and understanding – can significantly lessen the adverse impact of cultural differences on efficient technology transfer. Design/methodology/approach – Exploratory factor analysis, confirmatory factor analysis, and structural equation modeling multigroup analysis are used to analyze structured survey data from 223 Japanese manufacturing subsidiaries in Vietnam. Findings – The following are the primary factors that moderate the adverse impact of cultural difference on efficient technology transfer: employees’ understanding of quality; top managements’ communication of clear goals and procedures for technology transfer; the nature of the collaborative teamwork and frequent communication about technical issues among Japanese experts and Vietnamese staff; sending of key Vietnamese technical staff to Japan for technological seminars and on-the-job training while providing them with the appropriate materials and guidelines. Practical implications – Although cultural diversity’s impact on technology transfer may never be problem-free, Japanese and Vietnamese managers should be aware of the effects of differing cultural values and use the appropriate interfaces to minimize cultural problems, maintain a cooperative environment, and transform cultural values into business value. Originality/value – Cross-cultural technology transfer research, from the knowledge-based perspective, has produced interesting findings but has not yet identified which managerial elements effectively reduce the adverse impact of cultural difference on efficient technology transfer. This study addresses that shortcoming through the organizational learning perspective.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Learning outcomes: The reading and discussion on case will enable participants to appreciate importance of reward management in performance management system for both employee and organizational good; to develop insight on the effect of perceived discrimination on the motivation of employees; to internalize the effect of perceived unjust, subjective, non-communicative, non-transparent policies on the behavior and productivity of employees and overall organizational culture and climate; and to comprehend the importance of HR and OB issues with respect to performance management system for the benefit of employee morale, motivation and organizational culture. Case overview: The effectiveness of an employee is the key factor for the employer. All the profit that the company or the organization makes depends on the employees’ productiveness. The case needs to be understood in the overall context of performance management system (Ferreiraa and Otley, 2009) with focus on elements of appraisal and compensation via rewards and recognition as per objective standards. Performance management systems (PMSs) is a more general descriptor if the intention is to capture a holistic picture of the management and control of organizational performance. Performance management policies and practices refer to the processes of setting, communicating and monitoring performance targets and rewarding results with the aim of enhancing organizational effectiveness (Fee, McGrath-Champ and Yang, 2011). PMS includes both the formal mechanisms, processes, systems and networks used by organizations, and also the more subtle, yet important, informal controls that are used (Chenhall, 2003; Malmi and Brown, 2008). Otley (1999) proposed a framework which highlights five central issues which need to be considered as part of the process of developing a coherent structure for performance management systems. The five areas addressed by this framework include identification of the key organizational objectives and the processes and methods involved in assessing the level of achievement under each of these objectives, formulating and implementing strategies and plans, as well as the performance measurement and evaluation processes, process of setting performance targets and the levels at which such targets are set, rewards systems used by organizations and the implications of achieving or failing to achieve performance targets and types of information flows required to provide adequate monitoring of performance. While the case touches upon all the aspects of the PMS framework, it revolves round the reward episode and elaborates on the way it affects all stakeholders, those who got the benefit, those who felt discriminated and those were mere observers to the episode. Objective performance appraisals are needed to ensure that every employee produces the best performance and that the work performed is rewarded with reasonable increases in pay scales or special additional allowances or incentives. This system carries crucial importance as it helps managers to decide which rewards should be handed out, by what amount and to whom. Additionally, performance appraisals may increase an employee’s commitment and satisfaction (Wiese and Buckley, 1998) The case readers need to notice that when organizations fail to follow objective appraisal or reward standards, the same rewards become a cause of contention. The reward which was handed over to the employees in this case was in addition to the annual appraisal. Though the role of rewards has been well-recognized in motivating the employees to continue performing at high level and encourage others to strive for better performance, what needs to be recognized that rewards’ per say does not serve purpose. They need to be dealt within the context of performance management system. Using rewards to favor or discriminate a few employees by using subjective standards backfires and does no good as the person who is favored cannot take pride in it and is not motivated to perform better or equally well as he/she also knows that the work has no relation to the reward, it is personal favor, on the other hand, the one who is discriminated feel discouraged and demotivated to perform. Rewards have the potential to both help and harm the organization if dealt in a callous and careless manner. Use of rewards to favor or discriminate certain people due to subjective preference can be suicidal for the organization and irreparably damage the trust of the employees in the management. It has been well stated that fairness and objectivity are the core principles using an assessment of the nature and size of the job each is employed to carry out (Torrington et al., 2005). If any organization decides to include rewards as a motivating mechanism, it needs to cull out unambiguous and transparent criteria for rewarding. If employees perceive procedural or distributive injustice from the management, it is not only detrimental for the employee’ relations and teamwork, it also tarnishes the reputation of the organization and jeopardizes the culture of the organization. Reward management needs to be closely related to performance appraisals, job evaluations and overall performance management systems. The current case elaborates on one such instance where unjustified inequity in reward system not only disturbed the employees concerned but it had bred a negative image of the organization among other employees too, organizational citizenship was replaced with contempt and feeling of apathy. Complexity academic level Post graduate students and working professionals can benefit from this study. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Human resource management.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

This issue of Cuadernos de Administración by the Faculty of Administration Sciences of the Universidad del Valle, allows us to come closer to its 45th year of existence. Throughout this time, we have tried to publish different types of scientific research, review, or reflection papers by national and international authors who have relied on us to disseminate their knowledge. To every one of them, our authors, our referees, the members of the Editorial and Scientific Committees, but especially our readers, we would like to thank them for allowing us to continue, through digitalization, to bring a more significant impact on the sciences of administration.In the 66th issue, thirteen scientific papers have been published. The arbitration process guarantees the quality of the authors and their contributions in Spanish or English, to make a publication 100% in English, in the pursuit of higher knowledge dissemination. In this sense, we put to our readers’ consideration the editorial process undertaken in this issue, in the hope that its content will be a support or become a starting point for new discussions and concerns in their reflections and research, or that, if applicable, it will allow in future reviews or translations into other languages.The first article in this issue, entitled “Characterization and determinants of organizational satisfaction in Mexican SME workers,” by using quantitative methods, attempts to build a model to understand organizational satisfaction from variables related to job satisfaction through a survey to 646 workers, of both sexes and between the ages of 18 and 70, in small and medium-sized enterprises (SMEs). “Management of Corporate Social Responsibility in Project Management: Theoretical Approach” is the title of the second paper, and it aims to conduct a theoretical discussion on social responsibility within the framework of project management. The methodology defines the steps taken by the researchers to achieve presenting elements and conclusions from the different theoretical approaches found. The third article “Coordinating sustainability, globalization and urban intelligence with Habitat III and SDG-2030 agendas: the challenge of sustainable urban development in cities”, is the result of research in 83 cities where, using the correspondence analysis technique, the authors analyzed around urban development, globalization, urban intelligence and sustainability, and whether these relate to sustainable development and habitat goals.The fourth article, “Trust as a mechanism to improve performance in organizations,” includes a relational model between employee trust in the organization and company performance, as mediated by an organizational commitment to learning and employee commitment to the company. Using quantitative methods, through a 31-item survey applied to 161 individuals from different organizations in the southwestern region of Colombia, the relationship between competencies and skills management and the performance of organizations is analyzed.In the fifth paper, the authors investigate the concept of productivity in the context of knowledge workers. As a method, they applied interviews to a group of managers and workers from organizations in the knowledge-intensive services sector and ultimately raise some challenges. The title of this article is “Work Productivity Management in Knowledge Intensive Service Companies: Considerations and Challenges.” “Impact of economic internationalization policies in Colombia, Peru, and Chile,” is the sixth scientific research paper, where, from a mixed approach paired with documentary analysis of the different government plans and categories of export development, integration agreements, and institutional development, and by analyzing quantitative variables from GDP, exports and trade balance, the authors analyze how trade policies and integration in Colombia, Chile and Peru impacted their international trade in the period from 1980 to 2017. The seventh article in our 66th issue is called “Financing decisions in the creative and cultural SMEs of Bogotá, Colombia.” Through a survey, the authors compare assumptions from financial theories in cultural and creative SMEs in Bogotá, finding some factors that drive their financial decision-making.Using linear regressions, the authors compared the influence of social networks in the self-perception of the academic performance of a group of university students in Mexico and Spain. The findings show differences in both countries. “Social networks and academic performance self-perception in business sciences students” is the title of the paper mentioned above.The ninth article is entitled “Social norms and entrepreneurial intent in university researchers in Colombia.” Therein, the authors, using quantitative methods, propose relationships between social norms, among other variables, and entrepreneurial intent when conducting a survey on peer reviewers at Colciencias and the areas of science, technology, engineering, and mathematics. The results account for the relationships found, which a literature review supports.In the paper “Sociological ambivalence in three Latin American corporate control institutions: Tax Inspectorate (Colombia), Statutory Examiner (Mexico) and Statutory Audit (Argentina),” the authors propose some contradictions present in corporate control and do so from the theoretical framework of sociological ambivalence. Qualitative content analysis is used to approach the institutions studied.The paper “Reflections towards Responsible Tourism in the Framework of Social Responsibility” aims to present Corporate Social Responsibility (CSR) elements in the context of the hotel subsector, based on literature documentary analysis, to propose improvements in social responsibility practices in the sector.“Investment projects: definition from the perspective of processes” is the title of a paper that presents an analysis of the definition of investment projects from the perspectives of the subject, method, and object of intervention in order to identify their relationship with the improvement of processes. Among the findings, it is evident that most of the definitions are framed within the method or form of intervention.Our last paper in this issue is a review. It carries the title “Shared value: a bibliometric review of literature from the approaches of strategy, corporate social responsibility, and stakeholders,” where the authors conduct research based on a systematic literature review and bibliometric analysis, and focus on the evolution of the concept of shared value, presenting elements from its proposal and some current tendencies.The content of each paper is the sole responsibility of their authors. This issue presents a new opportunity for the national and international scientific community to judge the outcome in each of these proposals. We hope you will continue to accompany us as readers of our scientific journal.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Mediante un estudio descriptivo y correlacional, se analizó la relación entre la percepción de la calidad de la gestión administrativa del director y el grado de compromiso laboral de los docentes de algunos colegios privados de El Salvador, en un contexto donde cada año los docentes renuncian a sus trabajos y pasan a laborar al sector gubernamental. Se administraron dos instrumentos, uno para medir la percepción de la gestión administrativa del director y otro para medir el grado de compromiso de los docentes, a 87 docentes de los siete colegios de las regiones metropolitana y occidental de El Salvador. Se encontró que los docentes tienen un compromiso laboral muy bueno. De igual manera, la percepción que tienen los docentes de la gestión administrativa del director es muy buena. Al observarse la correlación entre ambas variables, se determinó que es positiva y alta. Se observó que cuánto mejor perciben los docentes la gestión administrativa del director mayor es el compromiso con su trabajo. El liderazgo del director es importante para el compromiso laboral de los docentes, por lo cual su selección y nombramiento deben ser realizados con cuidadoso análisis. Referencias Alam, S. (2017). A study on leadership styles executed by principal and academic coordinator in one of the private schools in Gilgit-Baltistan, Pakistan. Academic Research International, 8(3), 71-78. Calik, T., Sezgin, F., Kavgaci, H. y Kilinc, A. (2012). Examination of relationships between instructional leadership of school principal’s and self-efficacy of teacher and collective teacher efficacy. Educational Sciences: Theory & Practice, 12(4), 2469-2504. Chiang Vega, M., Núñez Partido, A., Martín, M. J. y Salazar Botello, M. (2010). Compromiso del trabajador hacia su organización y la relación con el clima organizacional: un análisis de género y edad. Panorama Socioeconómico, 28(40), 92-103. Clayton, J. K. (2014). The leadership lens: Perspectives on leadership from school district personnel and university faculty. International Journal of Educational Leadership Preparation, 9(1), 58-75. Del Valle López, J. (2016). Modelo asociativo entre factores determinantes del desempeño organizacional y la satisfacción de los públicos (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. García Rivera, B. R., Mendoza Martínez, I. A. y Puerta Sierra, L. M. (2012). ¿Es el downsizing un factor de impacto sobre los comportamientos innovadores, el compromiso organizacional y las capacidades de aprendizaje de los trabajadores de una empresa de alimentos en México? Revista Internacional Administración y Finanzas, 5(3), 57-78. González de la Rosa, J. (2016). Modelo de factores predictores de desempeño e imagen institucional validado en colegios confesionales dominicanos (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Jiang, D. Y. y Cheng, B. S. (2008). Affect- and role-based loyalty to supervisors in Chinese organizations. Asian Journal of Social Psychology, 11, 214-221. https//doi.org/10.111/ j.14-67-839X.2008.00260.x Kumar, D. N. S. y Shekhar, N. (2012). Perspectives envisaging employee loyalty: A case analysis. Journal of Management Research, 12(2), 110-112. https://doi.org/10.2139/ ssrn.1961430 Lai, T., Luen, W., Chai, L. y Ling, L. (2014). School principal leadership styles and teacher organizational commitment among performing schools. The Journal of Global Business Management, 20(2), 67-75. Mack, K. (2016). The perceptions of the leadership behaviors of elementary school principals through professional experience in Texas (Tesis doctoral). University of Phoenix, Phoenix, EE. UU. Méndez Cruz, A. (2015). Clima y compromiso organizacional percibido por los empleados del parque Eco arqueológico en México (Tesis de maestría). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Mustapha, N., Zainal Abidin, M. Z. y Saufi, S. (2013). Measuring the influence of dispositional characteristics and motivational factors on employee loyalty among teachers at private Islamic schools in Kelantan, Malaysia. International Review of Social Sciences & Humanities, 5(2), 127-134. Oberholster, F. R., Taylor V, J. W. y Cruise, R. J. (2000). Spiritual well-being, faith maturity, and the organizational commitment of faculty in Christian colleges and universities. The Journal of Research on Christian Education, 9(1), 31-60. https://doi.org/ 10.1080/10656210009484896 Okutan, M. (2014). My school principal is not a leader. Education, 135(1), 93-100. Ontiveros Ramírez, F. (2016). Modelo de asociación entre factores predictores del desempeño y compromiso laboral validado en maestros del corporativo educativo adventista de la Unión Mexicana del Norte (Tesis doctoral). Universidad de Montemorelos, Montemorelos, Nuevo León, México. Restrepo-Abondano, J. M. y Restrepo-Torres, M. L. (2012). Cinco desafíos en el ejercicio del liderazgo en los rectores de colegios. Educación y Educadores, 15(1), 117-119. Saad, N. (2012). The effects of teacher’s participation in decision making of commitment. The International Journal of Interdisciplinary Social Sciences, 6(9), 1-16. Samkange, W. (2013). Management and administration in education: What do school heads do? A focus of primary school heads in one district in Zimbabwe. International Journal of Social Sciences and Education, 3(3), 635-643. Shaw, J. y Newton J. (2014). Teacher retention and satisfaction with a servant leader as principal. Education, 135(1), 101-106. Wachira, F. M., Gitumu, M. y Mbugua, Z. (2017). Effect of principal´s leadership styles on teachers´ job performance in public secondary schools in Kieni West Subcounty. International Journal of Humanities and Social Science Invention, 6(8), 72-86. Ward, C. J. (2013). Why leadership matters: One school’s journey to success. Educational Leadership and Administration Teaching and Program Development, 24, 62-74. Wasserman, E., Ben-Eli, S., Yehoshua, O. y Gal, R. (2016). Relationship between the principal’s leadership style and teacher motivation. International Journal of Learning, Teaching and Educational Research, 15(10), 180-192. Zamora Poblete, G. (2009). Compromisos organizacionales de los profesores chilenos y su relación con la intención de permanecer en sus escuelas. Revista Latinoamericana de Psicología, 41(3), 445-460.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Although there exist numerous publications on job and task rotation from various disciplines, there is no consistent evidence of their effectiveness. Drawing on theories from industrial and organizational psychology, knowledge management, ergonomics, and management science, we meta-analytically investigated relationships between job/task rotation and employee attitudes, learning and development, psychological and physical health, and organizational performance. Due to a conceptual overlap and frequent confusion of terminology, we analyzed the design of the rotation (job rotation vs. task rotation) as a possible moderator. The three-level meta-analysis on 56 studies (N = 284,086) showed that rotation was significantly associated with job satisfaction (r = 0.27), organizational commitment (r = 0.16), career success (r = 0.31), labor flexibility (r = 0.32), general psychological health (r = 0.20), stress/burnout (r = −0.13), individual performance (r = 0.13), and productivity (r = 0.13). Positive relationships between rotation and physical health could only be found when rotation was compared to high-intensity work. Task rotation yielded stronger relationships with attitudinal outcomes, job rotation with learning and development, psychological health, and organizational performance outcomes. Further moderator analyses showed that individualism decreased relationships between task rotation and attitudes, and correlations with organizational performance and physical health were stronger for subjective measures. The findings indicate that many expectations toward job and task rotation are not fully supported.

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Tujuan dalam penelitian ini adalah untuk mengetahui Peran Komitmen organisasional yang terdiri dari komitment afektif, normative, dan kontinuan dan Kompensasi baik itu kompensasi finansial dan non-finansial terhadap Kepuasan kerja dengan moderasi Budaya organisasi sebagai variabel penguat atau memperlemah pada karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Sampel dalam penelitian ini adalah 200 orang karyawan dan data yang dapat di olah sebanyak 200 sampel. PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Data dianalisis menggunakan WrapPls 6.0 dan SPSS 16 untuk menguji Uji asumsi Normalitas dan Linieritas.Hasil penelitian ini menyimpulkan bahwa komitmen organisasi berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Kompensasi juag berpengaruh positif terhadap kepuasan kerja karyawan PT.PLN (Persero) Unit Induk Wilayah Kalimantan Barat. Selain itu Budaya sebagai variabel moderasi memiliki hubungan yang signifikan sebagai moderasi antar hubungan komitmen organisasional terhadap kepuasan kerja, tetapi tidak memoderasi hubungan kompensasi terhadap kepuasan kerja. Kata Kunci : komitmen organisasional,kompensasi,kepuasan kerja dan budaya organisasiDAFTAR PUSTAKA Adeniji, A. A., & Osibanjo, A. O., (2012). Human Resource Management: Theory & Practice.Lagos, Nigeria: Pumark Nigeria Limited. Allen N J, & Meyer J P., (1990). The measurement & antecedents of affective, Continuance & normative commitment to the organization. Jurnal of Occupational Psychology (1990), 63, 1-18 Printed in great Britain 1990 the British Psychological Society.Allen N J, & Meyer J P., (1996). Affective, Continuance, & Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behavior 49, 252–276 (1996) Article no. 0043.Agustina R., (2013),” Pengaruh kepemimpinan transformasional & budaya organisasi terhadap kepuasan kerja & kinerja karyawan PT.Jamsostek (persero)”, DIE, Jurnal Ilmu Ekonomi & Manajemen Januari 2013, Vol. 9 No.1, pp. 82-93.Bangun,W.,(2012).“Manajemen Sumber Daya Manusia”.Jakarta: ErlanggaBlake, R.R. & Mouton, J.S., (1964), The Managerial Grid, Gulf, Houston, TX.Blau, P.M., (1964), Exchange & Power in Social Life, Transaction Publishers, Wiley, New York, NY.Bower, M., (1966), The Will to Manage, McGraw-Hill, New York, NY.Cameron, K.S. & Freeman, S.J., (1991), “Cultural congruence, strength, & type: relationships to effectiveness”, Research in Organizational Change & Development, Vol. 5, pp. 23-58.Curtis, S., & Dennis W., (2001), Retaining Employees - The Fast Track to Commitment, Management Research News, Volume 24Cut Zurnali, (2010), "Learning Organization, Competency, Organizational Commitment, & Customer Orientation : Knowledge Worker - Kerangka Riset Manajemen Sumberdaya Manusia pada Masa Depan", Penerbit Unpad Press, B&ungDadang, S., (2013). Optimalisasi Otonomi Daerah Kebijakan, Strategi & Upaya, Jakarta: Yayasan Empat Sembilan.Daft, R.L., (2005), The Leadership Experience, 3rd ed., Thomson-Southwestern, Vancouver.Dwi W.,Suprayitno, Sutarno,(2016). “Pengaruh Kompensasi & Disiplin kerja terhadap Kinerja karyawan homeschooling kak seto di Surakarta yang dimoderasi budaya organisasi”.Jurnal Ekonomi & Kewirausahaan Vol.16 No. 2, pp. 260 – 267.Edy Sutrisno, (2014). Manajemen Sumber Daya Manusia. Cetak Ke Enam. Pranada Media Group, Jakarta.Fischer, R. & Mansell, A., (2009), “Commitment across cultures: a meta-analytical approach”, Journal of International Business Studies, Vol. 40 No. 8, pp. 1339-1358.Fock, H., Hui, M.K., Au, K. & Bond, M.H., (2013), “Moderation effects of power distance on the relationship between types of empowerment & employee satisfaction”, Journal of Cross-Cultural Psychology, Vol. 44 No. 2, pp. 281-298.Goffee, R. & Jones, G., (1998), The Character of a Corporation: How Your Company’s Culture Can Make or Break Your Business, HarperBusiness, London.Gouldner, A.W., (1960), “The norm of reciprocity: a preliminary statement”, American Sociological Review, Vol. 25 No. 2, pp. 161-178.George, Jennifer M., Jones, Gareth M., (2007). Underst&ing & Managing Organizational Behavior. New Jersey: Pearson Prentice Hall.Gupta, S.J. & Pannu, H.K., (2013), “A comparative study of job satisfaction in public & private sector”, Indian Journal of Arts, Vol. 1 No. 1, pp. 3-6.Hasibuan, Malayu S.P., (2010) Manajemen Sumber Daya Manusia, edisi revisi, Jakarta: PT Bumi Aksara. Hasibuan, Malayu S.P., (2017) Manajemen Sumber Daya Manusia, edisi revisi, Jakarta: PT Bumi Aksara Haberberg, A. & Rieple, A., (2008), StrategicManagement: Theory & Application, Oxford University Press, Oxford. Heskett, J., (2011), The Culture Cycle: How to Shape the Unseen Force that Transforms Performance, Pearson, NJ.Ipek Kalemci Tuzun, (2009),"The impact of identification & commitment on job satisfaction", Management Research News, Vol. 32 Iss 8 pp. 728 – 738 Jack H. Syauta, Troena, Setiawan, Solimun, (2012),”The Influence of Organizational Culture, Organizational Commitment to Job Satisfaction & Employee Performance (Study at Municipal Waterworks of Jayapura, Papua Indonesia)”, International Journal of Business & Management Invention ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X www.ijbmi.org Volume 1Issue 1.December. 2012.PP.69-76 Jain, A.K., (2015), “Volunteerism & organisational culture: relationship to organizational commitment & citizenship behaviors in India”, Cross Cultural Management, Vol. 22 No. 1, pp. 116-144.Kartika, Endo W., (2011). Analisis Pengaruh Leader-member Exchange, Perceived Organizational Support, & Komitmen Organisasional ter-hadap Organizational Citizenship Behavior pada Karyawan Hotel Berbintang Lima di Surabaya. Surabaya: Universitas AirlanggaKumar, S.P. & Giri, V.N. (2012), “Impact of teachers’ commitment forms on organisational citizenship behaviour in Indian engineering institution”, Journal of IMS Group, Vol. 9 No. 4, pp. 1-7.Kuncoro, M.,(2009). Metode Riset Untuk Bisnis & Ekonomi. Penerbit Erlangga. Jakarta.Kwantes, Karam, Kuo, & Towson., (2009) Culture's influence on the perception of OCB as in-role or extra-role. Kanada. International Journal of Intercultural Relations.Lee Huey Yiing, Kamarul Zaman Bin Ahmad, (2009),"The moderating effects of organizational culture on the relationships between leadership behaviour & organizational commitment & between organizational commitment & job satisfaction & performance", Leadership & Organization Development Journal, Vol. 30 Iss: 1 pp. 53 – 86. Luthans,Fred., (2006). Perilaku organisasi. Edisi bahasa Indonesia diterbitkan &I. Yogyakarta.Maryam Al-Sada, Bader Al-Esmael, Mohd.Nishat Faisal, (2017) "Influence of organizational culture & leadership style on employee satisfaction, commitment & motivation in the educational sector in Qatar", EuroMed Journal of Business, Vol. 12 Issue: 2 Madlock, P.E., (2012), “The influence of power distance & communication on Mexican workers”, Journal of Business Communication, Vol. 49 No. 2, pp. 169-184. Muguongo, Muguna,, Muriithi., (2015),” Effects of Compensation on Job Satisfaction Among Secondary School Teachers in Maara Sub - County o Tharaka Nithi County, Kenya”, Published online October 10, 2015 ISSN: 2331-0707 (Print); ISSN: 2331-0715. Meyer, J. P., & Allen, N. J., (1991). “A Three-Component Conceptualization of Organizational Commitment”. Human Resource Management Review, 1(1), 61-89.Meyer, J. P., Allen, N. J., & Smith, C., (1993). Commitment to Organizations & Occupations: Extension & Test of a Three-Component Conceptualization. Journal of Applied Psychology, 78, 538-551.Messner, W., (2013), “Effect of organizational culture on employee commitment in the Indian IT services sourcing industry”, Journal of Indian Business Research, Vol. 5 No. 2, pp. 76-100.Morris, M.W., Williams, K.Y., Leung, K., Larrick, R., Mendoza, M.T., Bhatnagar, D., Li, J., Kondo, M., Luo, J.-L. & Hu, J.C., (1998), “Conflict management style: accounting for cross-national differences”, Journal of International Business Studies, Vol. 29 No. 4, pp. 729-747.Mowday, R.T., Porter, L.W., & Steers, R.M., (1982). Employee-organization linkages: The psychology of commitment, absenteeism, & turnover. New York: Academic Press.Pala,Fikri. & Eker, semith,(2008). the effect of demographic characteristic on organizational commitment & job satisfaction : An Empirical study on Turkish health care staff. The journal of industrial relations & human resources vol:10 No:2, April 2008, ISSN:1303-286Patricia Yin Yin Lau, Gary N. McLean, Yen-Chen Hsu & Bella Ya-Hui Lien, (2016): “Learning organization, organizational culture, & affective commitment in Malaysia: A person–organization fit theory”, Human Resource Development International. Pawirosumarto, S., Purwanto, K.S, Rachmad, G., (2017) "The effect of work environment, leadership style, & organizational culture towards job satisfaction & its implication towards employee performance in Parador Hotels & Resorts, Indonesia", International Journal of Law & Management, Vol. 59 Issue: 6, pp.1337-1358 Priyatno, Duwi., (2011). Buku Saku Analisis Statistik Data. Penerbit Media Kom. Yogyakarta. Potter, L., (2003), “The communicator as gardener”, Communication World, Vol. 20 No. 2, pp. 14-17.Quinn, R.E. & Cameron, K., (1983), “Organizational life cycles & sifting criteria of effectiveness: some preliminary evidence”, Management Science, Vol. 29, pp. 33-51.Quinn, R.E. & Rohrbaugh, J., (1983), “A spatial model of effectiveness criteria: towards acompeting values approach to organizational analysis”, Management Science, Vol. 29, pp. 363-77.Richard L. Hughes, Robert C. Ginnett, & Gordon J. Curphy., (2012). Leadership, Enhancing the Lessons of Experience, Alih Bahasa: Putri Izzati. Jakarta: Salemba Humanika.Riggio, Ronald E., (2000). Introduction to Industrial/Organizational Psychology, Third Edition, Printice Hall, Upper Saddle River, New Jersey 07458.Robbins, Stephen P. & Coulter M., (2012). Manajemen, Edisi Kesepuluh, Jakarta: Erlangga.Robert L Mathis., (2010). Manajemen Sumber daya manusia.jakartaRobert R. Blake & Jane S. Mouton., (1964). The managerial grid. Houston Texas : Gulf Publishing Co.Robbins, SP.,(2003). Perilaku Organisasi, jilid 1, edisi kesembilan, edisi bahasa Indonesia, PT. Indeks kelompok gramedia, Jakarta.Robbins, S.P., & Judge, T.A., (2008). Perilaku organisasi. organizational behavior. buku 1. edisi 12. Penerjemah: Angelica, D., Cahyani, R., & Rosyid, A. Salemba Empat : JakartaRobbins, S.P., (2001), Organizational Behavior, Prentice Hall, Upper Saddle River, NJ.Robbins, P Stephen., (1996). Perilaku Organisasi, jilid 1, edisi kesembilan, edisi bahasa Indonesia, PT. Indeks kelompok gramedia, JakartaSaha, S. & Kumar, S.P., (2015), “Assessing the relationship between participation in decision making, job satisfaction & multiple commitments”, OPUS: HR Journal, Vol. 6 No. 1,pp. 18-37.----------------------------------, (2018) "Organizational culture as a moderator between affective commitment & job satisfaction: Empirical evidence from Indian public sector enterprises", International Journal of Public Sector Management, Vol. 31 Issue: 2, pp.184-206Sasilu, J.B, Chinyio & Sures, S., (2015),” The impact of compensation on the job satisfaction of public sector construction workers of jigawa state of Nigeria”, The Business & Management Review, Volume 6 Number 4.Sekaran, Uma., (2014). Metodologi Penelitian untuk Bisnis (Research Methods for Business). Buku 1 Edisi 4. Jakrta: Salemba EmpatSiagian, Sondang., (2013). Manajemen sumber daya manusia. JakartaSmircich, L., (1983), “Concepts of culture & organizational effectiveness”, Administrative Science Quarterly, Vol. 28 No. 3, pp. 339-58.Schein, E. H., (2004). Organizational Culture & Leadership. (3rd ed’n.) San Francisco, CA: Jossey-Bass.Society for Human Resource Management, (2012). Employee Job Satisfaction & Engagement. A research report by SHRM. Retrieved from www.shrmstore. shrm.org.Steers, R.M., (1977). Antecedents & outcomes of organizational commitment. Administrative Science Quarterly, 22, 46-56 Solimun, Fernandes, R.A, Nurjannah.,(2017). Metode Statistika Multivariat ,permodelan persamaan structural (SEM), pendekatan WarpPls. Malang: UB Press. Sugiyono., (2011). Metode Penelitian Kuantitatif Kualitatif & R&D. B&ung: Alfabeta. Umar, H., (2008). Metode Penelitian Untuk Skripsi dan Tesis Bisnis. Jakarta. PT. Rajagrafindo Persada. Vidiasta, S, P., (2010). Hubungan Kepuasan kerja dengan komitmen organisasional karyawan tetap non-manajerial PT. Aero systems Indonesia. Wahjono, Sentot Imam., (2008). Manajemen Tata Kelola Organisasi Bisnis (Cetakan Pertama). Jakarta : PT INDEKS Wallach, E., (1983), Individuals & organizations: The cultural match, Training & Development Journal, 29-36Wexley, Kenneth. & Gary Yukl., (2003). Perilaku organisasi & psikologi personalia. Jakarta: Rineka Cipta.Weiss, D.J., Dawis, R.V., Engl& G.W., & Loftquist, L.H., (1967). Manual for the Minnesota Satisfaction Questionnaire. Industrial Relations Center: University of Minnesota.Yani., (2012). Manajemen Sumber Daya Manusia. Jakarta : Mitra Wacana Media.Yiing, L.H. & Ahmad, K.Z.B., (2009), “The moderating effects of organisational culture on the relationships between organisational commitment & job satisfaction & perfor

APA, Harvard, Vancouver, ISO, and other styles

Abstract:

Pentingnya membangun OCB tidak lepas dari komitmen karyawan dalam organisasi. Komitmen karyawan akan mendorong terciptanya OCB dan tanpa adanya kontrol yang baik dalam pemberian kompensasi yang sesuai dengan hasil kerja tentunya memperlambat kerja pegawai. Penelitian ini bertujuan untuk menguji dan menganalisis pengaruh kompensasi dan komitmen organisasi terhadap kepuasan kerja dan OCB. Jumlah responden dalam penelitian ini berjumlah 86 orang. Pengumpulan data diperoleh dengan kuesioner menggunakan skala likert. Metode analisis data menggunakan Path Analysis. Hasil penelitian diperoleh bahwa kompensasi berpengaruh positif dan signifikan terhadap kepuasan kerja dan Kepuasan kerja berpengaruh positif dan signifikan terhadap OCB. Kata Kunci : Komitmen Organisasi, Kompensasi, Kepuasan kerja dan OCBDAFTAR PUSTAKA Bangun, Wilson. (2012). Manajemen Sumber Daya Manusia. Erlangga. Jakarta. Bernardin, H. John, & Joyce E.A Russel. (2003). Human resource management(An Experimental Approach International Edition). Mc. Graw-Hill Inc. Singapore. Baedhowi. (2007). Manajemen Sumber Daya Manusia. Pelita Insani. Semarang Bigliardi, Barbara & Albert, Ivo Dormio. (2012). The Impact of Organizational Culture on The Job Satisfaction of Knowledge Workers. Emerald Group. Vol.2 No.1, 36-51.Blau, P.M. (1964). Exchange and Power in Social Life. Transaction Publishers. Wiley, New York, NY.Bohlander, George, & Snell, Scott. (2010). Principles of Human Resource. Management, 15th ed. Mason, OH: South Western – Cengage Learning Boon, C. & Hartog, D.D. (2014). Human Resource Management and Organizational Citizenship Behavior The Mediating Role of Job Satisfaction. Netherland: Scriptiesonline.uba.uva.nl Cassio, Wayne F. (1997). Managing Human Resources, Productivity, Quality of Work Life Product Fourth Edition, New York: McGraw Hill International. Chinyere N. I. (2013). Job Satisfaction and Organizational Citizenship Behavior of Library Personnel in Selected Nigerian Universities. International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Colquitt, Jason A., Jeffery A. LePine., Michael J. Wesson. (2011). Organizational Behaviour. New York: McGraw-Hill International Companies. Delery, E. J. & Doty, H. D. (1996). Modes of Theorizing in Strategic Human ResourcecManagement: Tests of Universalistic, Contingency, and Configurationally PerformancecPredictions, Academy of Management Journal, 39(4), 802–35. Dewi, S., Suwandana, Made. (2016). Pengaruh Kepuasan Kerja Terhadap Organizational Citizenship Behavior (OCB) Dengan Komitmen Organisasional Sebagai Variabel Mediasi. E-Jurnal Manajemen Unud, Vol. 5 No.9 : 5643-5670. Darma, P.S & Supryanto, Achmad.S. (2017). The effect of compensation on satisfaction and employe performance. Management and Economics Journal. E-ISSN: 2598-9537 P-ISSN: 2599-3402. Journal Home Page: http://ejournal.uin-malang.ac.id/index.php/mec. De Saa-Perez, P. & JM. Garcia-Falcon. (2002). A Resource-based View of Human Resource Management & Organizational Capabilities Development. International Journal of Human Resource Management. Vol. 13. 123–40. Dewanggana, B.D., Paramita, P.D. & Haryono, A.T. (2016). Pengaruh Komitmen Organisasi, Kepuasan Kerja, Budaya Organisasi Terhadap Organizational Citizenship Behavior (OCB) Yang Berdampak Pada Prestasi Kerja Karyawan (Studi Pada PT. PLN App Semarang). Journal Of Management, Vol. 2 No. 2 Edy Sutrisno, (2014). Manajemen Sumber Daya Manusia. Cetak Ke Enam. Pranada Media Group. Jakarta. Fahmi, Irham. (2014). Analisa kinerja keuangan. Alfabeta. Bandung. Fitrianasari,D.,Nimran,U.,&Utami,H.,N. (2013).Pengaruh Kompensasi DanKepuasanKerja Terhadap OrganizationalCitizenship Behavior(OCB)dan Kinerja Karyawan. (Studi pada Perawat Rumah SakitUmum “Darmayu”di KabupatenPonorogo”). Jurnal ProfitVol.7 No.1Flippo, Edwin B (1997). Manajemen Personalia, Edisi Indonesia. ErlangaJakarta. Guest, D. (1997). Human Resource Management and Performance: A Review and Research Agenda. The International Journal of Human Resource Management. Vol. 8 (3). 263-76. Hartono, B & Setiawan, R. (2013). Judul penelitian Pengaruh Komitmen Organisasional Terhadap Kepuasan Kerja Karyawan Paparon’s Pizza City Of Tomorrow. AGORAVol.1, No.1, 1-8. Hasibuan, Malayu. (2012). Manajemen Sumber Daya Manusia dan Kunci Keberhasilan. Haji Mas Agung. Jakarta. Handoko,THani.(2014).Manajemen Personalia &SumberdayaManusia.Edisi Kedua.Cetakan Ke-21. BPFE-Yogyakarta. Yogyakarta. Indrawati, Endang Sri. dan Nafi’, C. (2017). Hubungan Antara Kepuasan Kerja Dengan Organizational Citizenship Behavior Pada Karyawan CV. Elfa’s Kudus. Jurnal Empati. Vol. 7 No. 3, 134 – 145. Joarder, M. H. R., Sharif, M. Y., & Ahmmed, K. (2011). Mediating role of affectivecommitment in hrm practices and turnover intention. relationship: a study in adeveloping context. Business and Economics Research Journal, Vol 2 (4), 135–158. Kamel B., El Amine M.B., and Abdeljalil M., (2015). Relationship between Job Satisfaction and Organizational Citizenship Behavior in the National Company for Distribution of Electricity and Gas.European Journal of Business and Management Vol.7, No.30 1-6 Khan, A.H.,Muhammad M.N., Muhammad A &Wasim, H. (2012). Impact ofJob Satisfaction onEmployee Performance:An Empirical Study of Autonomous MedicalInstitutions of Pakistan.African Journalof Business Management,Vol. 6, 2697-2705 Kreitner, R &Kinicki, A. (2014). Perilaku Organisasi. Salemba Empat. Jakarta. Kurniawan, A. (2015). Pengaruh Komitmen Organisasi Terhadap Organizational Citizenship Behavior (OCB) PT X Bandung. Jurnal Manajemen, Vol.15 No.1, 95-118. Kwantes, Karam, Kuo, & Towson. (2009). Culture's influence on the perception of OCB as in-role or extra-role. Kanada. International Journal of Intercultural Relations Luthans, Fred. (2006). Perilaku Organisasi edisi 10. Penerbit ANDI. Yogyakarta. Mangkunegara, A.A. Anwar Prabu. 2013.Manajemen Sumber Daya ManusiaPerusahaan.RemajaRosdakarya. Bandung. Mathis, R.L. & J.H. Jackson. (2006). Human Resource Management: Manajemen Sumber Daya Manusia. Terjemahan Dian Angelia. Salemba Empat. Jakarta. ----------------------------------. (2011). Human Resource Management: Manajemen Sumber Daya Manusia. Terjemahan Dian Angelia. Salemba Empat. Jakarta. Mehboob & Bhutto. (2012). Job Satisfaction as a Predictor of Organizational Citizenship Behavior A Study of Faculty Members at Business Institutes. Jurnal Ilmu Pendidikan, (Online) Vol. 3, No 9(http://www.journal-archieves14.webs.com/1447-1455.pdf) Mondy,R Wayne. (2008).ManajemenSumberDaya Manusia. Jilid 2Edisi 10. PenerbitErlangga. Jakarta. Muguongo, Muguna,, Muriithi. (2015). Effects of Compensation on Job Satisfaction Among Secondary School Teachers in Maara Sub - County o Tharaka Nithi County, Kenya”, Published online October 10, 2015 (http://www.sciencepublishinggroup.com/j/jhrm) ISSN: 2331-0707 (Print); ISSN: 2331-0715 (Online) Nazar, Omer Abdallah Ahmed. (2016). Impact of Human Resource Management Practices on Organizational Citizenship Behavior: An Empirical Investigation from Banking Sector of Sudan. International Review of Management and Marketing. Vol. 6(4), 964-973. Nursyamsi. (2013). Organizational Citizenship Behavior dan Pemberdayaan terhadap Komitmen Organisasi serta Dampaknya terhadap Kinerja Karyawan. Jurnal Keuangan dan Perbankan Vol. 17 No 3, 488-498. Nurandini, A & Lataruva, E. (2014). Judul penelitian Analisis Pengaruh Komitmen Organisasi Terhadap Kinerja Karyawan (Studi Pada Pegawai Perum PERUMNAS Jakarta). JurnalStudiManajemen& Organisasi Vol 11, 78–91. Omer, N. & Ahmed, A. (2017). Impact of Human Resource Management Practices on Organizational Citizenship Behavior: An Empirical Investigation from Banking Sector of Sudan. International Review of Management and Marketing. Vol. 6(4), 964-973. Oyeniyi, K.O, Afolabi, M.A, Olayanju, Mufutau (2014). Effect of Human Resource Management Practices on Job Satisfaction: An Empirical Investigation of Nigeria Banks. International Journal of Academic Research in Business and Social Sciences, Vol. 4, No. 8, 243-251. Organ, D. W. (1990). The motivational basis of organizational citizen ship behavior. In B. M. Staw, & L. L. Cummings (Eds.), Research in organizational behavior (pp. 43-72). Greenwich, CT: JAI Press. Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: SAGE. Pala, Fikri. Eker, Semith dkk.2008. The effect of demographic characteristic on organizational commitment and job satisfaction : An Empirical study on Turkish health care staff. The journal of industrial relations and human resources Vol. 10 No. 2 Purwanto, A.H. (2011). Pengaruh Kualitas Layanan Internal dan Orientasi Pemberi Layanan Terhadap Kinerja Pegawai di Kantor Perijinan Kabupaten Lamongan. Jurnal Psikosains. Vol. 3(1) : 55-72. Priyatno, Duwi. (2011). Buku Saku Analisis Statistik Data. Penerbit Media Kom. Yogyakarta. Prowse, Peter & Prowse, Julie. (2009). The dilemma of performance appraisal. Measuring Business Excellence, 13 (4) : 69 – 77. Podsakoff P.M, Michae Ahearne, MacKenzie S.B (1997). Organizational Citizenship Behavior and the Quantity of Work Group Perpormance. American Psychological Association. Vol. 82 No. 2, 262-270. Rahayu, N.M.N & Riana, I.G. (2017). Pengaruh Kompensasi Terhadap Kepuasan Kerja dan Keinginan Keluar Pada Hotel Amaris Legian. E-JurnalManajemen Unud, Vol. 6,No. 11, 5804-5833 Ramadhani, A.A (2013). Pengaruh Kompensasi Terhadap Motivasi Kerja Di PT. Pos Indonesia (Persero) Bandung. Skripsi: Program Studi Manajemen, Universitas Pendidikan Indonesia. (http://repository.upi.edu/1299/ [16 November 2013]Rahmayanti, Febriana, dan Dewi. (2014). Faktor-Faktor yang MempengaruhiOrganizationalCitizenshipBehavior(OCB).JurnalEcopsyVol.1No.3 Retnoningsih, T., Sunuharjo, B.S & Ruhana, I. 2015. Pengaruh Kompensasi Terhadap Kepuasan Kerja Dan Kinerja Karyawan (Studi Pada Karyawan PT PLN (Persero) Distribusi Jawa Timur Area Malang). Richard L. Hughes, Robert C. Ginnett, and Gordon J. Curphy. (2012). Leadership, Enhancing the Lessons of Experience, Alih Bahasa: Putri Izzati. Salemba Humanika. Jakarta. Robbins, S.P., & Judge, T.A. (2008). Perilaku organisasi. organizational behavior. buku 1. edisi 12. Penerjemah: Angelica, D., Cahyani, R., dan Rosyid, A. Salemba Empat. Jakarta. Robbins, S. P. & Coulter, M. (2012). Management (11th ed.). Prentice Hall: River, N.J. Robbins, S.P dan Judge T.A. (2015).Perilaku Organisasi.SalembaEmpat. Jakarta. Rozzaid, Y., Toni Herlambang, T & dan Devi, A.M. (2015). Pengaruh Kompensasi Dan Motivasi Terhadap Kepuasan Kerja Karyawan (Studi Kasus Pada PT. Nusapro Telemedia Persada Cabang Banyuwangi). Jurnal ManajemenDanBisnis IndonesiaVol. 1No. 2, 201-220. Saleem, Sharjeel & Saba, Amin. (2013). The Impact of Organizational Support for Career Development and Supervisory Suppoert on Employee Performance : An Emperical Study From Pakistani Academic Sector. Europen Journal of Business and Management. 5 (5) : 194-207. Samsudin, Sadili. (2010). Manajemen Sumber Daya Manusia. Pustaka Setia. Bandung. Sasilu, J.B, Chinyio & Sures, S. (2015). The impact of compensation on the job satisfaction of public sector construction workers of jigawa state of Nigeria. The Business and Management Review. Vol. 6 No. 4.Schneider, B., dan Bowen, D.E. (1985). Employee and customer perceptions of service in bank: Replication and extension. Journal of Applied Psychology. Vol 70, 423-433. Sekaran, Uma. (2014). Metodologi Penelitian untuk Bisnis (Research Methods for Business). Salemba Empat. Jakarta. Siagian, Sondang., P. (2013). Manajemen Sumber Daya Manusia. Binapura Aksara. Jakarta. --------------------------, (2008). Manajemen Sumber Daya Manusia (EdisiPertama). Binapura Aksara. Jakarta. Siregar, S & Prasetio, A.P. (2015). Pengaruh Kepuasan Kerja dan Komikmen Organisasi Terhadap Organizational Citizenship Behavior (Prilaku OCB) Karyawan Kantor Distribusi PT. PLN (Persero) Distribusi Jawa Barat Dan Banten. E-Proceeding ofManagement.Vol.2 no.3Society for Human Resource Management. (2012). EmployeeJob Satisfaction and Engagement. A research report by SHRM. Retrieved from www.shrmstore. shrm.org. Solihin, Dadang. (2013). Optimalisasi Otonomi Daerah Kebijakan, Strategi dan Upaya. Yayasan Empat Sembilan. Jakarta. Srimulyani, V. A. (2009). Tipilogi dan Anteseden Komitmen Organisasi. Jurnal Ilmiah Widya Wana. Vol. 33 (1), 1-20. Steven, H Appelbaum, Michel Roy & Terry Gilliland. (2011). Globalization of performance appraisals: theory and applications. Management Decision, Vol. 49 (4) : 570-585. Subekhi, A. (2012). Pengantar Manajemen Sumber DayaManusia.PrestasiPustakaJakarta. Jakarta. Sugiyono. (2013). Metode Penelitian Kuantitatif Kualitatif dan R&D. Alfabeta. Bandung. Sutrisno,E. (2011).ManajemenSumberDayaManusia. PrenadaMediaGroup.Jakarta. Tan, R&Tarigan, Z.J.H. (2017). PengaruhKompensasiDanKepuasanKerjaTerhadap OrganizationalCitizenshipBehavior(OCB)MelaluiMotivasi KerjaSebagaiVariabelInterveningPada3HMotosport. AGORAVol. 5,No. 1 Titisari, Purnamie. (2014). Peranan Organizational Citizenship Behaviour (OCB) dalam Meningkatkan Kinerja Karyawan. Mitra Wacana Media. Jakarta. Uma Sankar Mishra, Aurolipy, Madhusmita Dash. (2017). Impact of HRM Practices on Job Satisfaction and Performance: An Empirical Study in Health Care Sector. International journal of economic research. Vol. 14, No. 1 Umar, Husein. (2003). Riset Sumber Daya Manusia Dalam Organisasi. Penerbit Gramedia Pustaka Utama. Jakarta. Wexley, Kenneth. & Gary Yukl. (2003). Perilaku organisasi dan psikologi personalia. Rineka Cipta. Jakarta. Wibowo. (2016). Manajemen Kinerja. PT. Rajagrafindo Persada. Jakarta. Widodo, SE. (2015). Manajemen Pengembangan Sumber Daya Manusia. Pustaka Pelajar. Yogyakarta. Yani. (2012). Manajemen Sumber Daya Manusia. Mitra Wacana Media. Jakarta.Zaenabadi, H. (2010). Job satisfaction and organizational commitment as antecedents of Organizational Citizenship Behavior (OCB) of teachers. Procedia Social and Behavioral Sciences Vol. 5 : 998–1003.