Search results

This study aims to investigate two antecedents to participation in budgetary activities – a need for a sense of achievement and a positive work attitude – and then to assess the impact of these two variables on job performance in the context of public‐sector organizations in Macau.

Data for the study were collected by a survey questionnaire administered to a sample of 216 managers in three departments of the Macau public service.

This paper demonstrates that the two antecedent factors – a positive work attitude and a need for achievement – have a significant positive relationship with budgetary participation. It is concluded that indirect relationships exist between the two antecedent variables (work attitude and a need for achievement) and the dependent variable (job performance), with participation in budgeting as an intervening variable.

The results should be interpreted within the usual limitations of survey research. The participants volunteered to participate in the present study, and the sample was thus not strictly random. Because, less than 100 per cent of the questionnaires were returned, non‐response bias might exist.

The results of the study have implications for the design of effective budgeting planning control process in public‐sector organizations in Macau. In providing a formal conceptual framework, the paper argues that the interactive process of budgeting systems means that individual‐level factors are crucial to the achievement of budget plans.

The results provide an improved understanding of the effect of individual‐level behaviour on job performance in a budgetary context on the basis of the current study's findings.

The purpose of this paper is to explore the possible mediating role of need fulfilment in the relationship between transformational leadership and employee job attitudes (job satisfaction and dedication).

The two samples include both cross-sectional and diary data. The cross-sectional sample (sample 1) consisted of 661 employees from various organizations. In the diary study (sample 2), 65 employees completed a daily questionnaire on five consecutive working days, yielding 325 measurement points in total. The authors analyzed the data using structural equation modeling (Mplus 5) and multilevel analyses (MLwiN 2.20).

As hypothesized, support for full mediation of the relationship between transformational leadership and positive job attitudes through the fulfilment of psychological needs were found both on a general level and on a daily basis.

The paper is based on a multi study approach and empirically addresses the link between transformational leadership and positive job attitudes, and the role of basic need fulfilment in this relationship on both a general and daily level.

This article aims to test the hypothesis that employee productivity levels will be better predicted by a combination of positive job and work attitudes (employee engagement) and psychological well‐being than by positive job and work attitudes alone.

Survey data using psychometrically sound measures of the key constructs were collected for a sample of over 9,000 people across 12 organisations.

Multiple regression analyses reveal that psychological well‐being has incremental value over and above that of positive job and work attitudes in predicting self‐reported levels of performance.

The study design involves cross sectional self‐report data and as such firm conclusions about causality cannot be drawn.

The results suggest that if employers focus only on job and work attitudes and ignore employee psychological well‐being, they will limit the benefits that can be obtained through initiatives such as programmes designed to improve employee engagement.

The study provides evidence that two previously separate constructs are both important in predicting measures of employee productivity.

The major goal of this research is to examine the work-life balance as a mediating factor in the association between psychological capital and employee attitudes including job satisfaction, organizational commitment and turnover intentions.

The authors gathered data from prestigious healthcare institutes in North Indian states to test the suggested study model. Data were gathered from 613 personnel employed in public and private healthcare organizations via an online Google form. Structural Equation Modelling (SEM) was applied for analyzing the data.

The findings validated the expected relations, demonstrating that the association between psychological capital and employee job attitudes is completely mediated by work-life balance.

This research study used cross-sectional data, which fall short of meeting the requirement for proving causation.

The findings of this study will help organizations and practitioners, particularly healthcare administrators and policymakers, better recognize the value of psychological capital and work-life balance, and how they impact job attitudes.

This research study added to the existing self-determination theory (SDT) model developed by Deci et al. (2017) by incorporating psychological capital and work-life balance as autonomous intrinsic and workplace context factors, respectively, into the SDT model to study work behaviors in terms of job outcomes. In addition, the study added to the existing body of knowledge in organizational behavior literature about the role of mediating variables in understanding the indirect effect of personal resources on job attitudes.

The purpose of this paper is to examine the moderating influence of idiocentrism and allocentrism on person-organization fit, person-job fit and work attitudes relationship.

The survey data were collected from 426 employees of a holding company.

The results reveal that allocentrism makes a difference in fitting the particular aspect of work environment for the individual. Results showed that allocentrism positively moderates person-organization fit and job satisfaction and organizational commitment and turnover relationship. However, no moderating influence of idiocentrism was found on person-organization fit and employee attitude relationship. Furthermore, it was also found that neither idiocentrism nor allocentrism moderated the relationship between the person-job fit and employee attitudes relationship.

This research adds a cultural component to the person-environment fit research.

The body of literature in the field now commonly known as the “quality of working life” (QWL) has grown steadily over a period in which the industrialised nations have increasingly come to question the role and status of human beings in the modern technological environment. In recent years concern with the nature of work, its impact upon people, and their attitudes towards it, seem to have sharpened. Investigation of, and experimentation with, the qualitative aspects of working life—its ability to confer self‐fulfilment directly, for example, as opposed to being a means of acquiring goods—has gained momentum under the influence of a unique set of economic, social, political and technological factors. The outpouring of books, reports and articles from a wide variety of sources has, not surprisingly, grown apace.

While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana.

The study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses.

This study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ.

This implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions.

The study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

In the evolving digital work landscape, where cyberloafing has become a notable challenge, this study aims to investigate the mechanisms through which organizations can effectively reduce such behaviors. Specifically, the research explores the role of employee adaptability in mitigating cyberloafing, taking into account the influences of temporal leadership, teamwork attitudes, and competitive work environments.

Utilizing the broaden-and-build theory and the job demands-resources (JD-R) model, we analyzed data from 245 employees through structural equation modeling (SEM) to investigate how various factors influence cyberloafing.

The results indicate that employee adaptability significantly mitigates cyberloafing and serves as a mediating factor between temporal leadership, teamwork attitudes, and the impact of competitive work environments on cyberloafing. Temporal leadership and teamwork attitudes positively correlate with increased adaptability, thereby reducing cyberloafing. Conversely, competitive work environments, while slightly enhancing adaptability, substantially increase cyberloafing.

The study contributes new insights into the dynamics of cyberloafing, emphasizing the critical roles of adaptability, teamwork attitudes, and temporal leadership in reducing such behaviors. It underscores the need for organizations to foster a supportive culture that minimizes competitive pressures and promotes teamwork and leadership strategies conducive to high productivity and minimal cyberloafing. This research offers practical implications for designing workplace strategies aimed at boosting productivity and curbing undesirable online behaviors during work hours.

Work environments, which are widely acknowledged to exert strong influences on employee attitudes and behavior, have been studied since the initiation of formal work entities. Over this time, scholars have identified myriad impactful internal and external factors. Absent though are investigations examining economic downturns despite their acknowledged pervasiveness and destructive effects on worker performance and well-being. To address this theoretical gap, a multistage model acknowledging the impact of recessions on workplace responses, response effects, and environmental considerations is proposed. Inherent in this discussion is the role of economic decline on reactive change processes, the nature of work, and the structure and design of organizations. These significant changes affect employee attitudes and behaviors in ways that increase the political nature of these work environments. Organizational factors and employee responses to heightened recession-driven politics are discussed. Additionally, theoretically relevant intervening variables capable of influencing work outcomes are described. The chapter is concluded by discussing the implications of this theoretical framework as well as directions for future research.

This study investigates the relationship among preference for full-time employment, primacy of part-time employment, and work-related outcomes in a nationally representative sample of part-time college instructors. Results based on multilevel cross-classified random effects models indicate that part-time faculty who prefer full-time positions report working on average more hours per week and express greater work-related dissatisfaction than those who choose reduced work hours. Individuals whose part-time jobs are their primary jobs have less job satisfaction but work longer hours than those who treat part-time work as secondary. Finally, those who prefer full-time employment report more negative job satisfaction when the primacy of their part-time jobs is high.