Conflict in Human Capital Relationships: the Impact of Job Satisfaction on Job Involvement in a Workplace

Akinbobola, Olusola I.

doi:10.7763/ijssh.2011.v1.16

Cited by 10 publications

(8 citation statements)

References 14 publications

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“…Some researchers [17,18,19,20] in previous studies show that relationship exist between transformational leadership style and work outcomes such as performance. Other researchers [21,22,23,24,25,26,27,28] found that employee engagement has positive significant relationship and influence on job performance. Levinson [24] Cleland et al [25] indicates that employees who are engaged would likely stay with their current organisation with increased performance.…”

Section: Theoretical Backgroundmentioning

confidence: 94%

“…It is the concern of organisations to manage their employees to achieve maximum performance knowing that engaged employees outperform their disengaged colleagues. However, categories of disengaged employees and not engaged employees outnumber engaged employees both in Nigeria and other workforce [28,29]. Disengaged employees may pull back and distance themselves from their jobs emotionally and cognitively, meanwhile their performance suffers [30].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Transformational Leadership Style and Employee Engagement on Role-Based Performance among Selected Civil Servants in Jos

Akinbobola

Dalyop

2019

ARJASS

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Role-based performance covers not only the scope of job but also aspects of employee work behaviour involved in performance. Aims: The present study therefore examined influence of transformational leadership style and employee engagement on role-based performance. Study Design: The study adopted a correlational research design. Place and Duration of Study: Government Ministries and Parastatals in Jos, capital of Plateau State, Nigeria. October 2016 to June 2017. Methodology: Using survey method in which 137 civil servants were purposively drawn as participants. Their age range was from 28 to 65 years with 74 (54%) male participants and 63 (46%) female participants. This study utilised role theory and personal engagement theory, while standardised psychological scales which are role-based performance scale, multifactor leadership questionnaire and intellectual social affective engagement scale were used. Data collected were analysed using regression analysis. Results: The findings indicated that transformational leadership style significantly explained 35% variance in role-based performance. Employee engagement significantly explained 22.9% variance in role-based performance. Conclusion: There is significant influence of transformational leadership style on role-based performance of civil servants. There is significant influence of employee engagement on role-based performance of civil servants.

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Section: Theoretical Backgroundmentioning

confidence: 94%

Section: Theoretical Backgroundmentioning

confidence: 99%

Transformational Leadership Style and Employee Engagement on Role-Based Performance among Selected Civil Servants in Jos

Akinbobola

Dalyop

2019

ARJASS

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“…The simple random sampling was used in this study for collecting data. The items on the questionnaire were adapted, adopted and modified through readings of related literature and scales (Akinbobola, 2011;Kanungo, 1982;Kirwan & Birchall, 2006). The data from the questionnaire was analyzed through the use of Structural Equation Model-Partial Least Square (Smart-PLS) to test the formulated research hypotheses and analyze the collected data.…”

Section: Methodsmentioning

confidence: 99%

Mediation Of Transfer Motivation On The Relationship Between Supervisor Support, Peer Support And Transfer Of Training

Suleiman

Dassanayake

Othman

2017

IJBS

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This paper investigated the mediation role of transfer motivation on supervisor and peers’ support in transferring training on the population of teachers. The constantly changing attitude of employees towards job has negatively affected the traditional employment engagement that offers an employee a sense of social support from supervisors and peers in their jobs. Thus, the emergence of additional several new training transfer variables from the studied data indicates that the existing training transfer models can be modified further. Hence, the hypotheses of this study are formulated.Survey design method and simple random sampling techniquewere utilized. Additionally, data is collected through survey questionnaire on the basis of 5-points Likert scale.An aggregate of 605 copies of the questionnaire were finally retained for analysis. Smart-PLS measurement and structural model were the procedures employed to assess and evaluate the statistical significance of relevant path coefficients. The findings showed that the extent to which employees are provided with social support in their jobs would drive them to be desirous in making persistent and intense efforts towards utilizing skills and knowledge learned in the work settings. Also, this study highlighted that transfer motivation is a key element in the transfer of training processes.

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“…Based on this evaluative behaviour, individuals identify themselves with the group and view themselves in relation to the values held or promoted by the group (Lee et al, 2014). In the current pandemic situation, comparable elements of rewards and pay may cause feelings of injustice and reduced satisfaction among employees, which may lead to employees becoming less involved in their job (Akinbobola, 2011). However, justice perception and embeddedness can be addressed with greater enmeshment, links and associations at work among people (Mallol et al, 2007), subsequently, improving the work-related quality of life (Haghgui, 2015).…”

Section: Conceptual Framework and Research Hypothesesmentioning

confidence: 99%

How Fair Is My Job? The Effects of Organisational Justice on Job Involvement among Indian IT Workers during COVID-19

Bhowmik¹,

Bhattacharyya

Sahoo

2022

South Asian Journal of Human Resources Management

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Organisational justice has attained considerable attention due to work-related uncertainties induced by the COVID-19 pandemic. Using the uncertainty management theory of fairness at work, social exchange theory and norm reciprocity theory, this article investigates the mediating effects of work-related quality of life and job embeddedness on the relationship between organisational justice and job involvement during COVID-19. Data were collected through a survey questionnaire from five IT companies in India. Hayes’ PROCESS macro was used to test the parallel mediation effect in our study. The findings indicate that work-related quality of life and job embeddedness fully mediate the association between organisational justice and job involvement, and the point estimate of the differences between the two mediators confirms that work-related quality of life and job embeddedness are no different from each other, and they mediate the relationship between organisational justice and job involvement in parallel manner. The study highlights benefit that organisations may achieve from devising policies that capitalise on organisational fairness and facilitate working factors for better employee performance amid uncertain situations and shock events such as the current pandemic. The article also discusses other managerial implications to overcome the unwanted effects of employees’ work life uncertainties.

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Conflict in Human Capital Relationships: the Impact of Job Satisfaction on Job Involvement in a Workplace

Cited by 10 publications

References 14 publications

Transformational Leadership Style and Employee Engagement on Role-Based Performance among Selected Civil Servants in Jos

Transformational Leadership Style and Employee Engagement on Role-Based Performance among Selected Civil Servants in Jos

Mediation Of Transfer Motivation On The Relationship Between Supervisor Support, Peer Support And Transfer Of Training

How Fair Is My Job? The Effects of Organisational Justice on Job Involvement among Indian IT Workers during COVID-19

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