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Article
Publication date: 13 February 2017

Aukse Endriulaitiene, Aurelija Stelmokiene, Giedre Geneviciute-Janoniene, Loreta Gustainiene, Gabija Jarasiunaite and Loreta Buksnyte-Marmiene

The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in…

Abstract

Purpose

The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions.

Design/methodology/approach

A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations.

Findings

The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid.

Originality/value

This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.

Details

International Journal of Public Leadership, vol. 13 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 9 January 2009

Loreta Gustainienė and Auksė Endriulaitienė

The aim of this study is to examine gender and age correlates of job satisfaction and to test the relationship between job satisfaction and subjective mental and physical health…

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Abstract

Purpose

The aim of this study is to examine gender and age correlates of job satisfaction and to test the relationship between job satisfaction and subjective mental and physical health in a sample of sales managers.

Design/methodology/approach

Survey of 200 employees holding the managers' positions (105 men and 95 women) in sales' organizations across the biggest Lithuania's cities were conducted. Job satisfaction was assessed by 20‐item Minnesota Satisfaction Questionnaire developed by Weiss, Davis, England and Lofquist in 1967. Subjective health was assessed by questions measuring subjective physical health, and the 12‐item General Health Questionnaire developed by Goldberg (1970). Correlation analysis was used to test the relationship between job satisfaction and subjective health.

Findings

The study results demonstrate that men sales managers, as compared to women, had higher scores on overall extrinsic job satisfaction. Younger men managers were less satisfied with their job in general and social service and achievement in particular (intrinsic satisfaction). Sales managers with higher education (n=139) were more satisfied with responsibility (3.64±0.75 vs 3.25±0.80, respectively) and creativity (3.76±0.87 vs 3.43±0.95, respectively) levels in organization, as compared to managers having other than higher education (n=61). No distinct gender‐related differences were seen regarding managers' subjective health. Our research supports general findings in literature, relating lower job satisfaction scores with worse health. Worse subjective mental health was related to dissatisfaction with independence, variety, social status, ability utilization, and working conditions. Worse subjective mental health among women managers was related to dissatisfaction with independence, activity, variety, social status, moral values, and compensation, and satisfaction with authority level. Women sales managers, unlike men managers, with better subjective physical health were more satisfied with variety, moral values, social service, and responsibility.

Research limitations/implications

Nonprobability sampling does not allow larger generalizations. Small sample size restricted the analysis of the constructs more deeply. Groups, used for data analysis, were not adjusted by age, education, work experience, etc. Methods used in the study are still under adaptation. Reporting bias because of social desirability effects was not studied in this research as well.

Practical implications

Job satisfaction plays an important role in peoples' lives and is an important research topic of human resource management having both theoretical and practical implications. Understanding the impact of job facets upon satisfaction with work can initiate positive changes in organizations, which could improve working conditions of employees, resulting in lower turnover, absenteeism, and higher organizational commitment – healthy workers in a healthy organization.

Originality/value

The research contributes to job satisfaction literature by providing empirical findings regarding the relationship between job satisfaction and subjective health.

Details

Baltic Journal of Management, vol. 4 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 22 May 2007

Lina Labatmedienė, Auksė Endriulaitienė and Loreta Gustainienė

The goals of the present study are three‐fold. First of all, the paper aims to test the three‐component model (emotional, continuance and normative components) of organizational…

5051

Abstract

Purpose

The goals of the present study are three‐fold. First of all, the paper aims to test the three‐component model (emotional, continuance and normative components) of organizational commitment in the Lithuanian population. The second goal is to analyze the relationships among individual factors (age, gender, personality traits) and organizational commitment. Finally, the paper aims to test the hypothesis if there was a relationship between organizational commitment and intention to leave the organization in the Lithuanian sample.

Design/methodology/approach

The participants of the study were 105 employees working in various Lithuanian organizations (41 men and 64 women). The average age was 34.9 (SD = 11.6). The subjects completed the questionnaire that included responses to three‐dimensional measure of organizational commitment, self‐reported measure of temperament, as well as questions about demographic information. Following Meyer et al., intention to leave the organization was assessed with three questions: first, how frequently the employee thinks about leaving his or her current employer; second, how likely it is that employee will search for a job in another organization; and third, how likely it is that an individual will actually leave the organization within the next year. The regression analysis was used to predict the relationships between individual factors and organizational commitment.

Findings

The results of the investigation revealed that the three‐component measure of organizational commitment is valid in Lithuanian sample. Contrary to expectations, it was found that there was no significant relationship between personality traits and organizational commitment, but there was a significant relationship between organizational commitment and intension to leave the organization. It was also found that there was a significant relationship among organizational commitment, age, and the level of education.

Research limitations/implications

The design of the study does not allow making causal statements. In addition, the sample is quite small and may not be representative, so one should be careful to make generalizations to other populations. Third, since all measures used are self‐reports, common method variance is a problem, as well as social desirability effects.

Practical implications

Organizational commitment is an important research topic of human resource management, having both practical and theoretical implications. Managers could benefit from understanding the predictors of committed manpower because they can initiate the interventions when the problem exists.

Originality/value

The research contributes to organizational commitment literature by providing empirical findings and theoretical interpretations regarding the role of individual factors in explaining interrelationships among different forms of organizational commitment and employee behaviour.

Details

Baltic Journal of Management, vol. 2 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

Content available

Abstract

Details

Baltic Journal of Management, vol. 2 no. 2
Type: Research Article
ISSN: 1746-5265

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