2013
DOI: 10.1371/journal.pone.0077698
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Individual Skills Based Volunteerism and Life Satisfaction among Healthcare Volunteers in Malaysia: Role of Employer Encouragement, Self-Esteem and Job Performance, A Cross-Sectional Study

Abstract: The purpose of this paper is to analyze two important outcomes of individual skills-based volunteerism (ISB-V) among healthcare volunteers in Malaysia. The outcomes are: job performance and life satisfaction. This study has empirically tested the impact of individual dimensions of ISB-V along with their inter-relationships in explaining the life satisfaction and job performance. Besides, the effects of employer encouragement to the volunteers, demographic characteristics of volunteers, and self-esteem of volun… Show more

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Cited by 22 publications
(21 citation statements)
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“…Contextual performance predicted positive affect (Dávila de León & Finkelstein, 2016), and subjective well-being through job satisfaction (Yurcu & Akinci, 2017). Veerasamy et al (2013).…”
Section: Globalmentioning
confidence: 99%
“…Contextual performance predicted positive affect (Dávila de León & Finkelstein, 2016), and subjective well-being through job satisfaction (Yurcu & Akinci, 2017). Veerasamy et al (2013).…”
Section: Globalmentioning
confidence: 99%
“…Training and development is an essential function of human resource management for supporting employees in acquiring the skills and new knowledge needed for the desired performance in a competitive environment [ 40 ]. Training and development hasa potential effect on academics’ job satisfaction [ 34 , 41 ]. Saleem, Shahid and Naseem [ 42 ] stated that job satisfaction and employee productivity are enhanced by training and development programs since by these programs employees are equipped with the skills they need to do their job efficiently.…”
Section: Introductionmentioning
confidence: 99%
“…Menurut Borman dan Motowidlo, kinerja karyawan adalah kemampuan individu dalam melakukan aktivitas kerja yang berkontribusi secara langsung mau pun tidak langsung terhadap organisasi (Muindi dan K"Obonyo, 2015). Kinerja karyawan terdiri dari 3 komponen, yaitu; focal performance, contextual performance, dan withdrawal behavior (Veerasamy et al, 2013). Focal performance didefinisikan sebagai sejauh mana karyawan memenuhi atau melebihi harapan atas persyaratan peran tugas yang dibutuhkan.…”
Section: Kinerja Karyawanunclassified
“…Contextual performance didefinisikan sebagai peran ekstra, perilaku individu yang bebas (discretionary behavior) oleh para karyawan di tempat kerja yang tidak secara formal menjadi bagian spesifik dari peran fokal, atau lebih diarahkan pada dukungan bagi organisasi atau membantu orang lain. Withdrawal behavior didefinisikan sebagai perilaku diskresioner karyawan di tempat kerja yang ditunjukkan dengan keterlambatan, absensi, atau keluar masuk karyawan (Veerasamy et al, 2013). (Sadri dan Goveas, 2013).…”
Section: Kinerja Karyawanunclassified