COVID-19 organizational support and employee voice: Insights of pharmaceutical stakeholders in Jordan

Abstract

COVID-19 has posed unprecedented challenges for organizations and impacts on employees worldwide, particularly in the healthcare sector. This paper proposes a conceptual model to examine the mediating effects of job satisfaction and job burnout on the relationship between COVID-19 organizational support (COVID-OS) and employee voice among pharmaceutical stakeholders in Jordan. To empirically test the model, the data were collected through a questionnaire from 248 community pharmacists in Jordan. Descriptive statistical analysis, correlation between variables, and hypothesis testing were carried out. The findings supported the proposed model and showed that there is a direct relationship between COVID-OS and employee voice. The findings also revealed that this direct relationship can be mediated by the work-related well-being dimensions of job satisfaction and job burnout. Moreover, It is found that job satisfaction negatively affects job burnout of the employees. This paper makes significant contributions to the theoretical knowledge base and provides practical implications for the context of pharmaceutical employee management, with broader implications for professions related to healthcare services

Interrelationships among lean HRM practices and their impact on firm performance: a comparison between the Jordanian and German models

“…Interestingly, the final number of valid responses received for each sample was 250, representing a response rate of 45.45% for the Jordanian sample and 62.5% for the German one. Notably, these response rates are close to rates recommended by various previous empirical studies that have been previously conducted in the field of either or both LM and HRM (Al-Tahat and Bwaliez, 2015; Bwaliez and Abushaikha, 2019; Bwaliez, 2021; Ta’Amnha et al , 2021a, 2021c, 2021d, 2022). Table 3 presents demographic information about respondents and their firms.…”

“…These items were adapted because they are comprehensive and cover different aspects of the constructs and were originally developed to be distributed to managers from manufacturing firms. These items also achieved high Cronbach’s alpha ( α ) coefficient values in their original studies, indicating a high level of reliability in terms of internal consistency (Ta’Amnha et al , 2021c, 2021d). Consequently, as Table 2 shows, the questionnaire contained ten specific follow-on items about the implementation of each LHRM practice and FP.…”

“…HRM vitally contributes to shaping organizational performance (Liu et al , 2007; Anwar and Abdullah, 2021) by improving the knowledge and skills of employees and providing employees with the chance to use those characteristics for organizational benefit (Boselie et al , 2005; Combs et al , 2006). Hence, effective HRM calls for managers and human resources professionals to determine the best way of utilizing employees to accomplish goals, improve performance and increase the efficiency and effectiveness of the organization (Al-Tahat and Bwaliez, 2015; Rifai et al , 2021; Ta’Amnha et al , 2021a, 2021b, 2021c, 2022).…”

Mental Well-Being and Job Satisfaction of Hospital Physicians during COVID-19: Relationships with Efficacy Beliefs, Organizational Support, and Organizational Non-Technical Skills

“…When people receive organizational support, they show more positive behaviors towards their organization and become more engaged to offer their ideas to their organization [ 69 ].…”

“…In view of that, exploring the relationship between these variables and the well-being of healthcare workers during the pandemic could provide important insights into their mental state [ 75 ]. In addition, literature [ 68 , 69 ] also shows strong relationships between organizational support and job satisfaction and their “buffering” role in malaise outcomes among frontline workers during COVID-19 [ 8 ].…”