A cross-cultural comparison of work engagement in the relationships between trust climate – Job performance and turnover intention: Focusing China and Pakistan

Aman, Aini; Rafiq, Muhammad; Dastane, Omkar

doi:10.1016/j.heliyon.2023.e19534

Cited by 9 publications

(3 citation statements)

References 87 publications

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“…According to Employee Engagement Theory (Truss et al, 2013), emotionally invested people perform better, produce more, and succeed in the workplace (Aman et al, 2023). Service atmosphere Theory (Bowen & Schneider, 2014) indicates that a strong service atmosphere encourages staff behaviours and attitudes that improve service delivery, customer happiness, and organisational success.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…According to Walumbwa et al (2010), there are two important aspects of an organization's climate that have been extensively studied in literature: the Service Climate and the Justice Climate. According to research by Schneider et al (1998), , and Cropanzano et al (2007), the Service Climate indicates how much an organisation values and prioritises providing excellent customer service, while the Justice Climate refers to how fair and equitable its processes and decisions are perceived to be.There has been a rising acknowledgment in recent years of the moderating effect that organisational climates have in the link between employee engagement and performance outcomes (Shuck et al, 2011;Me Albrecht et al, 2018, Akram et al, 2020Aman et al, 2023). This knowledge has occurred as a result of a number of studies being conducted.…”

Section: Introductionmentioning

confidence: 99%

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Interrogating the Interceding Effects of Service and Justice Climates on the Juncture Between Employee Engagement and Organizational Performance in the Service Sectors

Khulbe,

Kumar

2024

RGSA

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Purpose: This Research work focuses at how service and justice climates influence the strength and direction of the relation between Employee engagement and financial and non-financial results in service businesses, as well as the moderating impact of these climates on this relationship. Method: This research employs a quantitative method, collecting data from workers (N=376) in different service sectors and analysing it using SmartPLS software to investigate the moderating impacts of Service and Justice Climates on Work Engagement and Organizational Performance The survey covered North Indian service sectors. A questionnaire was issued online to over fifty firms across several service verticals. A total of 480 samples were gathered, and after filtering, 376 samples were utilised for result analysis. Results: This research found that service and justice climate moderates the relationship between employee engagement and financial and non-financial Performances.This investigation emphasizes the need of organisations creating service and justice climate resulting in maximisation of performance advantages of employee engagement programmes, emphasising the necessity for managers and leaders to prioritise service excellence and procedural compliance. Research Implications: This research investigates the results of service and justice climate on employee engagement and organisational performance, providing practitioners with useful insights on how to optimise engagement programmes while also improving organisational efficiency and sustainability, and contributes to current knowledge of Employee Engagement. Originality/value: Supporting current knowledge, this study examines how service and justice cultures affect employee engagement and organisational performance, helping practitioners improve engagement efforts and organisational success and sustainability.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Interrogating the Interceding Effects of Service and Justice Climates on the Juncture Between Employee Engagement and Organizational Performance in the Service Sectors

Khulbe,

Kumar

2024

RGSA

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“…An analysis by Cachón-Rodrıǵuez, Blanco-González, Prado-Román, and Del-Castillo-Feito (2022) found that performance planning, employee participation, feedback and counseling, procedural justice, distributive justice, and interactional justice affect employee attrition. These aspects shape employee engagement, work satisfaction, and attitudes, which affect turnover, (Aman, Ra􀅫iq, & Dastane, 2023). Performance planning that aligns with company goals sets standards and fosters employee progress.…”

Section: Qualitative Findingsmentioning

confidence: 99%

The impact of performance management systems on employee motivation and turnover: A mixed-methods study in manufacturing companies

Ahmad

2023

J. Admin. Bus. Stud.

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This research delves into the impact of Performance Management Systems (PMS) on key employee outcomes, explicitly focusing on Employee Motivation and Turnover within the manufacturing sector. The aim is to unravel the intricate relationships among PMS components, employee motivation, and turnover, with a nuanced examination of the moderating role played by Employee Satisfaction. By scrutinizing performance planning, employee participation, feedback and counseling, procedural justice, distributive justice, and interactional justice, the study aims to provide sector-speci􀅫ic insights that contribute to theoretical advancements and practical strategies for organizational leaders. Employing a mixed-methods approach, the study conducted qualitative interviews with expatriates in Hungary to explore the deep-seated nuances of performance management in manufacturing. Subsequently, a quantitative analysis, utilizing smartPLS for data analysis, involved a questionnaire administered to 207 respondents. The methodological approach allowed for a comprehensive exploration of the subject, combining qualitative depth with quantitative rigor. The 􀅫indings illuminate the intricate connections between speci􀅫ic PMS components and employee motivation and turnover. Moreover, the study unveils the moderating in􀅫luence of employee satisfaction on these relationships, providing a holistic understanding of how performance management practices interact within the manufacturing sector. This research stands out for its sector-speci􀅫ic focus, shedding light on the unique challenges and opportunities within the manufacturing industry. The 􀅫indings present a novel perspective that advances understanding of the complex interplay between PMS, employee motivation, and turnover, emphasizing the signi􀅫icance of tailoring performance management practices to sector-speci􀅫ic demands.

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A latent profile analysis of shift work tolerance among Chinese male sailors during a prolonged non-24-h rotating shift schedule at sea

Tu,

He,

et al. 2024

Chronobiology International

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A cross-cultural comparison of work engagement in the relationships between trust climate – Job performance and turnover intention: Focusing China and Pakistan

Cited by 9 publications

References 87 publications

Interrogating the Interceding Effects of Service and Justice Climates on the Juncture Between Employee Engagement and Organizational Performance in the Service Sectors

Interrogating the Interceding Effects of Service and Justice Climates on the Juncture Between Employee Engagement and Organizational Performance in the Service Sectors

The impact of performance management systems on employee motivation and turnover: A mixed-methods study in manufacturing companies

A latent profile analysis of shift work tolerance among Chinese male sailors during a prolonged non-24-h rotating shift schedule at sea

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