An International Comparison of the Effects of HRM Practices and Organizational Commitment on Quality of Job Performances among European University Employees

Smeenk, S.G.A.; Teelken, Christine; Eisinga, Rob; Doorewaard, Hans

doi:10.1057/hep.2008.12

Cited by 26 publications

(31 citation statements)

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“…''Hypotheses'', we used the multiple mediator model as discussed by Preacher and Hayes (2006). All estimates presented below were controlled for country and department type, and for three personal variables-age, gender, and organizational tenure-that were shown to be important for university employees' organizational commitment in a previous study (Smeenk et al 2008). Further, the variance inflation factor (VIF) values in all analyses ranged from 1.00 to 2.17, which is much lower than the recommended cut-off threshold of 10 (Hair et al 1998).…”

Section: Resultsmentioning

confidence: 99%

“…All other questions were formulated in a way to be relevant to all respondents. The questionnaire was pre-tested in the summer of 2004 by a pilot survey held in two Dutch departments (a business/economics department and a social sciences department) of the same university (Smeenk et al 2008). The results of this pilot study led to some minor adaptations of the formulation and sequence of the questions.…”

Section: Questionnairementioning

confidence: 99%

“…On the basis of previous research (Smeenk et al 2008;Meyer and Allen 1997), we expected a six-factor solution: two factors representing the perceived level of managerialism, three factors representing organizational commitment, and one factor representing the quality of job performances. In addition, we deleted items with communalities less than .20 and items with equivalent loadings (of at least .25) on two or more factors.…”

Section: Factor Analysismentioning

confidence: 99%

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Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

et al. 2009

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To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a 'managerialism contradiction'. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.

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Section: Resultsmentioning

confidence: 99%

Section: Questionnairementioning

confidence: 99%

Section: Factor Analysismentioning

confidence: 99%

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Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

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“…Complete nine indicators of lecturer's satisfaction used in this research were "administration/supervision, co-workers, future career, school identification, financial aspects, work conditions, amount of work, student-lecturer relations, and community relations". Finally, this research adoptedan eighteen-item of organizational commitment instrument, which was developed by Smeenk, et al (2008). It was originaly from Allen and Meyer (1990).…”

Section: Methodsmentioning

confidence: 99%

“…Thirdly, to measure level of lecturer commitment in educational institution, an instrument developed by Smeenk et al (2008) was adopted in this research. Based on the result of factor analysis presented in Table 3.12, it indicates that from 18 items administered to measure lecturer commitment, 8 items did not perform well that were indicated by loading values less than 0.50.…”

Section: Methodsmentioning

confidence: 99%

A Protrait Participation in Decision Making Among Accounting Lectures in Yogyakarta

Sukirno¹

2013

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As a developing country, Indonesia has been facing problems regarding finding the ways how to improve her higher education quality. In this study, lecturer participative decision making (hereafter abbreviated, PDM)) is observed and analysed to be linked with lecturer satisfation, commitment, and performance.Mail survey was used to collect the data. Open-ended questionnaires were distributed to the accounting lectures at faculty of economics and business in Yogyakarta Special Region, Indonesia. A total of 61usable packets of questionnaires were obtained by dual rater approach. Data were analyzed by employing tabulation, anovaandregressionanalysis.It is found that lecturer participation will increase lecturer performance. Nevertheles, lecturer participation is beyond the track of getting lecturer satisfaction and lecturer commitment. Lecturer participation may be useful to boost lecturer commitment based on the single rating. In response jangling results, theoritical and empirical discussion are presented to provide useful academic and managerial recomendations. Keywords: participative decision making, higher education, Indonesia POTRET PARTISIPASI DOSEN AKUNTANSI DALAM PENGAMBILAN KEPUTUSAN DI INDONESIAAbstrak: Sebagai negara berkembang, Indonesia menghadapi persoalan erkait dengan peningkatan kualitas pendidikan tinggi. Penelitian ini bertujuan untuk mengamati, mendeskripsi dan menganalisis partisipasi dosen dalam pengambilan keputusan dan pengaruhnya terhadap kepuasan, komitmen, dan kinerja dosen. Survei menggunakan angket semi terbuka dengan menggunakan rater ganda dilakukan untuk mengumpulkan data penelitian. Sejumlah 61 dosen akuntansi dari berbagai fakultas ekonomika dan bisnis di Daerah Istimewa Yogyakarta berpartisipasi dalam penelitian ini. Data yang diperoleh dianalisis dengan menggunakan tabulasi, Anova test dan analisis Regresi. Hasil penelitian berbasis pada single rating menunjukkan partisipasi dosen dalam pengambilan keputusan berpengaruh terhadap kinerja dosen, namun demikian partisipasi dosen tidak terbukti berpengaruh terhadap kepuasan dan komitmen dosen. Kesimpulan yang berbeda atas hasil analisis dalam penelitian ini didiskusikan dan dipresentasikan agar dapat dibuat rekomendasi akademik dan managerial yang berguna.Kata Kunci: pengambilan keputusan partisipatif, perguruan tinggi, Indonesia

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Academics’ job-related stress and institutional commitment in Hong Kong universities

et al. 2019

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An International Comparison of the Effects of HRM Practices and Organizational Commitment on Quality of Job Performances among European University Employees

Cited by 26 publications

References 50 publications

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

A Protrait Participation in Decision Making Among Accounting Lectures in Yogyakarta

Academics’ job-related stress and institutional commitment in Hong Kong universities

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