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Article
Publication date: 15 February 2022

Yilmaz Akgunduz, Ovunc Bardakoglu and Gaye Kizilcalioglu

Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the…

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Abstract

Purpose

Based on The Conservation of Resources Theory (COR), Spillover Theory and Social Exchange Theory (SET), this study investigates the mediating role of job dedication in the relationships between job stress, happiness and perceived organizational support (POS).

Design/methodology/approach

Data were collected from 5-star resort hotel employees in Turkey. 362 valid questionnaires were collected. The research hypotheses were tested using Covariance-Based Structural Equation Modeling (CB-SEM).

Findings

The analysis results show that POS is positively related to employee happiness and job dedication. Job stress is negatively related to employee happiness but positively related to job dedication. Job dedication partially mediates the relationships between job stress and happiness, and POS and happiness.

Research limitations/implications

The study's findings could be used by hotel managers to improve employees' job dedication, which will lead to increased employee happiness. Together with qualitative and quantitative research methods, future research could be conducted on the predecessors of job dedication and comparatively on employee happiness for different country samples.

Practical implications

In order to increase employee happiness, Turkish hotel managers may want to increase POS and decrease perceived job stress of their employees. Although it was found out in this study that job stress increases job dedication, it is also accepted that this unexpected situation arises due to special conditions. Therefore, by reducing job stress, hotel managers may prefer to increase the job dedication of their employees and their happiness indirectly.

Originality/value

The current study contributes to the hospitality management literature by investigating the organizational factors behind employee happiness. In addition, it also explored in depth the mediating effect of job dedication on the relationships between POS, job stress and happiness.

Details

Journal of Hospitality and Tourism Insights, vol. 6 no. 2
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 10 January 2022

Yilmaz Akgunduz, Selcen Seda Turksoy and Mehmet Alper Nisari

Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication

Abstract

Purpose

Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.

Design/methodology/approach

The data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.

Findings

The results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.

Originality/value

Although past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.

Details

Journal of Hospitality and Tourism Insights, vol. 6 no. 2
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 10 January 2020

Min-Ling Liu, Chieh-Peng Lin, Mei-Liang Chen, Pei-Chun Chen and Kuang-Jung Chen

The purpose of this paper is to propose a moderated mediation model to explain how corporate social responsibility (CSR) and ethical leadership influence knowledge sharing and job

1157

Abstract

Purpose

The purpose of this paper is to propose a moderated mediation model to explain how corporate social responsibility (CSR) and ethical leadership influence knowledge sharing and job dedication through the mediating mechanism of positive affective tone and cognitive meaningfulness.

Design/methodology/approach

The research hypotheses were empirically tested using a survey of employees from the high-tech industry in Taiwan. The research constructs in this study were measured using five-point Likert scales modified from existing literature. The survey data were empirically analyzed with two-step structural equation modeling (SEM) and regression analysis.

Findings

The empirical results of this study reveal that CSR and ethical leadership positively relate to positive affective tone and cognitive meaningfulness. Knowledge sharing is positively affected by positive affective tone whereas job dedication is positively affected by positive affective tone and cognitive meaningfulness. While the relationship between positive affective tone and job dedication is positively moderated by job demand, the relationship between cognitive meaningfulness and job dedication is negatively moderated by job demand.

Originality/value

This study elucidates the ethical influences from organizations (i.e. CSR) and leaders (i.e. ethical leadership) respectively to explain affective and cognitive processes involved in work situations. At the same time, by clarifying the moderating role of job demand, this study provides valuable implications for managers to effectively leverage job demand for increasing employees’ job dedication.

Details

Leadership & Organization Development Journal, vol. 41 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 16 October 2017

Jeffrey Muldoon, Shawn M. Keough and Eric W. Liguori

This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using…

Abstract

Purpose

This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs.

Design/methodology/approach

Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses.

Findings

Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs.

Research limitations/implications

Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are.

Practical implications

Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance.

Originality/value

First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

Details

Management Research Review, vol. 40 no. 10
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 11 April 2016

Lu Lu, Allan Cheng Chieh Lu, Dogan Gursoy and Nathan Robert Neale

This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and…

20147

Abstract

Purpose

This study aims to investigate the influence of employee positions (supervisor vs line-level employee) on work-related variables (e.g. work engagement, job satisfaction and turnover intentions).

Design/methodology/approach

Data were collected from line-level employees and supervisors of 29 mid- to up-scale hotels. A series of one-way ANCOVA were performed to test the position differences in work engagement, job satisfaction and turnover intentions. Hierarchical regression analyses were conducted to examine the moderating role of employees’ positions on the relationships between those variables.

Findings

Supervisors have significantly higher work engagement and lower turnover intentions than line-level employees, whereas job satisfaction does not differ across positions. Employee positions significantly moderate the relationship between absorption and job satisfaction, and the relationship between dedication and turnover intentions.

Practical implications

This study provides an in-depth analysis for hotel managers to capture work-related factors (i.e. work engagement, job satisfaction and turnover intentions) across employee positions. Dedication is the primary barometer that significantly leads to job satisfaction and reduced turnover intentions compared to vigor and absorption. Although job satisfaction may be boosted by improving employee work engagement (i.e. vigor, dedication and absorption), increasing absorption is not an effective solution to increase supervisors’ job satisfaction. Hotel managers need to carefully monitor supervisors’ levels of dedication, given its focal impact on turnover intentions.

Originality/value

This study is one of the first attempts to examine the differences between line-level employees’ and supervisors’ work engagement (i.e. vigor, dedication and absorption) and its consequences (i.e. job satisfaction and turnover intentions). Findings highlight the unique influence of the individual dimension of work engagement on job satisfaction and turnover intentions. This study reveals the moderating effect of employee positions on the links between engagement dimensions and consequences.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 4
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 8 February 2016

Wiel Frins, Joris van Ruysseveldt, Karen van Dam and Seth N.J. van den Bossche

Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this paper is to investigate how job demands and job resources affect older employees’…

1471

Abstract

Purpose

Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this paper is to investigate how job demands and job resources affect older employees’ desired retirement age, through an energy-depletion and a motivational process. Furthermore, the importance of gain and loss cycles (i.e. recursive effects) for the desired retirement age was investigated.

Design/methodology/approach

A two wave full panel design with 2,897 older employees ( > 50) served to test the hypotheses. Confirmatory factor analysis and structural equation modeling were used to test the measurement and research model. Cross-lagged analyses tested the presence of gain and loss cycles.

Findings

Results from cross-lagged analyses based on two waves over a one-year period indicated the presence of both a gain and a loss cycle that affected the desired retirement age.

Research limitations/implications

This is the first longitudinal study applying the JD-R model to a retirement context. Limitations relate to employing only two waves for establishing mediation, and using self-reports.

Practical implications

Because work conditions can create a cycle of motivation as well as a cycle of depletion, organizations should pay special attention to the job resources and demands of older workers. The findings can inspire organizations when developing active aging policies, and contribute to interventions aimed at maintaining older employees within the workforce until – or even beyond – their official retirement age in a motivated and healthy way.

Originality/value

This is the first longitudinal study applying the JD-R model to a retirement context and finding evidence for gain and loss cycles.

Details

Journal of Managerial Psychology, vol. 31 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 3 April 2020

Rebecca M. Guidice, Donald C. Barnes and Brian R. Kinard

With increasing competition in the marketplace, there is a greater push for exceeding customer expectations and delivering customer delight to ensure firm’s success. The main…

Abstract

Purpose

With increasing competition in the marketplace, there is a greater push for exceeding customer expectations and delivering customer delight to ensure firm’s success. The main reason for this push is the beneficial outcomes for the firm. More recently, hidden benefits have been identified (i.e. elevated customer emotions can positively impact other customers and employees in the service environment). Adding to this developing literature, the current research develops a model that links antecedents and outcomes to employee perceptions of customer delight.

Design/methodology/approach

Both field and panel data, as well as multiple statistical methods, were utilized to test the hypothesized relationships. The field data were collected from employees of a national specialty retailer.

Findings

Service climate and interpersonal influence have a positive impact on customer delight and employee perceptions of customer delight. In turn, employee perceptions of customer delight positively impact harmonious passion and job dedication. In addition, accountability for pleasing customers is a significant moderator of the relationship between employee perceptions of customer delight and harmonious passion, but not between employee perceptions of customer delight and job dedication.

Research limitations/implications

This research contributes to the ongoing debate on the viability of customer delight as a service standard by investigating the under-studied perspective of the frontline employee.

Practical implications

This research contributes to the debate on the value of customer delight as a service standard by investigating the under-studied perspective of the frontline employee. A key takeaway for practitioners is how to create and manage the delight spirals that can occur when customers are delighted.

Originality/value

This is the first study that evaluates antecedents and outcomes of employee-perceived customer delight in a single model. This is also the first study to measure the impact of employee perceptions of customer delight with field data.

Details

Journal of Service Theory and Practice, vol. 30 no. 2
Type: Research Article
ISSN: 2055-6225

Keywords

Article
Publication date: 9 August 2013

Jos Akkermans, Veerle Brenninkmeijer, Seth N.J. van den Bossche, Roland W.B. Blonk and Wilmar B. Schaufeli

The purpose of this paper is to identify job characteristics that determine young employees' wellbeing, health, and performance, and to compare educational groups.

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Abstract

Purpose

The purpose of this paper is to identify job characteristics that determine young employees' wellbeing, health, and performance, and to compare educational groups.

Design/methodology/approach

Using the job demands‐resources (JD‐R) model and 2‐wave longitudinal data (n=1,284), the paper compares employees with a lower educational level with employees with a high educational level.

Findings

Young employees with lower educational level reported fewer job resources (autonomy and social support), more physical demands, less dedication, more emotional exhaustion, and poorer health and performance compared with the highly educated group. Differences were also found between educational groups in the relationships in the JD‐R model, most notably a reciprocal association between dedication and performance, and between emotional exhaustion and performance in the group with lower levels of education.

Research limitations/implications

The results support the main processes of the JD‐R model, supporting its generalizability. However, differences were found between educational groups, implying that the motivational and health impairment processes differ across educational levels.

Practical implications

HR consultants and career counselors may focus especially on increasing job resources and motivation for young employees with lower educational level. Performing well is also important for these young workers to become more dedicated and less exhausted.

Social implications

It is important to recognize and intervene on unique characteristics of different educational groups with regard to wellbeing, health, and performance in order to maintain a healthy and productive young workforce.

Originality/value

For the first time, predictions of the JD‐R model are tested among young employees with different educational backgrounds.

Details

Career Development International, vol. 18 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 10 June 2014

Miguel Ángel Calderón Molina, José Manuel Hurtado González, Beatriz Palacios Florencio and José Luis Galán González

The purpose of this paper is to study the influence that balanced scorecard (BSC) adoption has on organizational climate, employees’ commitment, job satisfaction and job dedication

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Abstract

Purpose

The purpose of this paper is to study the influence that balanced scorecard (BSC) adoption has on organizational climate, employees’ commitment, job satisfaction and job dedication.

Design/methodology/approach

Data were collected using a questionnaire sent to the employees working in a retail sector firm, at two different moments in time, between the years 2009 and 2010. A total of 494 questionnaires were correctly returned. The response rates were 55.6 and 60.2 percent respectively. Tests (ANOVA) were carried out related to the constructs which make up the model studied, before and after the BSC implementation.

Findings

The results indicate a clear relationship with the satisfaction of employees within the organization; it shows that the BSC implementation is significantly related to positive employees’ affective reactions.

Originality/value

The outcomes of the study are relevant both to the literature on strategic change and business management, since they determine that the correct implementation of the BSC causes a significant change in the employees’ behavior and attitudes toward the firm's strategic objectives.

Details

Management Decision, vol. 52 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 8 October 2018

Muhammad Awais Bhatti, Norazuwa Mat and Ariff Syah Juhari

The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support…

1491

Abstract

Purpose

The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance (task and contextual) rated by the supervisor.

Design/methodology/approach

A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos 17 was used to obtain a model fit with path significance of work engagement as the mediator between job resources and job performance.

Findings

The results found support for the proposed conceptual claim and confirm that work engagement with a two-factor model (vigor and dedication) mediates the relationship between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and with a multidimensional construct of job performance (task and contextual performance) rated by the supervisor.

Practical implications

The findings of this research will help human resource managers and professionals to further develop the working environment, provide job security and opportunities for employees to participate in decision making in a way that enhances employee work engagement, which, ultimately, improves employee job performance.

Originality/value

Past studies have not previously tested the two-factor model of work engagement (vigor and dedication) as the mediating variable between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance rated by the supervisor.

Details

International Journal of Health Care Quality Assurance, vol. 31 no. 8
Type: Research Article
ISSN: 0952-6862

Keywords

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