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1 – 10 of over 7000Hyelda Ibrahim Kefas, Muesser Cemal Nat and Kolawole Iyiola
While the potential of human resource practices (HRPs) for promoting performance is widely recognized, even though crucial, employees’ assessment of HRPs remains under-researched…
Abstract
Purpose
While the potential of human resource practices (HRPs) for promoting performance is widely recognized, even though crucial, employees’ assessment of HRPs remains under-researched, especially in emerging economies. Hence, the purpose of this research is to examine the influence of employee satisfaction with HRPs on job performance through the mediating role of job dedication (JD) and the moderating role of incentive gamification.
Design/methodology/approach
The current research adopts a quantitative method. Specifically, using a questionnaire survey, 418 valid responses collected (through purposive sampling) via cross-sectional method from the employees of Nigerian Information and Communication Technology (ICT) firms were used to test the research hypotheses empirically.
Findings
The results revealed that satisfaction with HRPs has a positive influence on job performance. Satisfaction with human resource practices has a positive influence on job dedication. Job dedication has a positive influence on job performance. The link between employees’ satisfaction with human resource practices and job performance is mediated by job dedication. The link between satisfaction with human resource practices and job dedication is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high. The link between satisfaction with human resource practices and job performance is moderated by incentive gamification, that is, the positive link is stronger when incentive gamification is high.
Originality/value
The current study highlights the importance of employees’ assessments of human resource practices, which may be used to promote employee dedication, which in turn results in improved performance. The findings are helpful to open the black box of the impact of satisfaction with HRPs on job performance. The results also offer important new valuable guidance for practitioners and will aid the management of human resource practice design, audits, and communication.
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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…
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.
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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.
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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…
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.
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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.
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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…
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.
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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’…
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.
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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.
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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.
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.
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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…
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.
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