Market orientation, job satisfaction, commitment and organisational performance

Rodrigues, Ana Paula; Carlos, M José

doi:10.1108/17506161011047398

Cited by 41 publications

(54 citation statements)

References 60 publications

(76 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This finding is consistent with previous studies in both the for-profit (Siguaw et al 1994) and the non-profit contexts (Rodrigues and Pinho 2010;Caruana et al 1999). …”

Section: Discussionsupporting

confidence: 93%

“…In relation to measuring organisational commitment from the perspective of managers, we follow the same approach as the classic work of Jaworski and Kohli (1993) as well as of other authors (Rodrigues and Pinho, 2010;Lok and Crawford, 2004;Rashid et al, 2003).…”

Section: < Table 1: Construct Definition and Operationalisation >mentioning

confidence: 99%

“…Public and non-profit organisations are increasingly committed to introducing deep changes associated with the growth of contract-based services, improving service quality standards towards users, introducing efficient and effective mechanisms of management (Macedo and Pinho, 2006;Rodrigues and Pinho, 2010). In this context, the adoption of business-oriented approaches in non-profit organisations is recognised as a critical factor, with organisational culture and market orientation potentially playing a pivotal role in influencing organisational outcomes.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The role of corporate culture, market orientation and organisational commitment in organisational performance

Pinho

Rodrigues

Dibb

2014

Journal of Management Development

122

View full text Add to dashboard Cite

Purpose -The study proposes a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.Design/methodology/approach -In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.Findings -Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications -The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.Practical implications -Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. This paper examines the relationships among these constructs within the specific context of non-profit organisations. This context is worthy of attention because these organisations are required to adopt a different attitude to their funding sources and organisational strategies than their commercial counterparts (Macedo and Pinho, 2006). In other words, non-profit organisations have to find creative new ways of managing their scarce resources in order to accomplish their goals. In contrast to the private sector, in which organisations profits among their stakeholders, non-profit organisations exist primarily to fulfil the social, philosophical, moral or religious values of their founders (Jeovans, 1992;Macedo and Pinho, 2006). 4 The data in this study is gathered in the non-profit health sector. The quantitative research design involves a mail survey targeted at Portuguese non-profit organisations that provide health services. Structural equation modelling was used to analyse the hypothesised relationships. Studying these relationships within this particular setting is timely, as studies of organisational culture in non-profit health organisations are limited, and the influence of the healthcare working environment on individuals and organisational outcomes has been neglected by researchers (Rathert et a...

show abstract

“…This finding is consistent with previous studies in both the for-profit (Siguaw et al 1994) and the non-profit contexts (Rodrigues and Pinho 2010;Caruana et al 1999). …”

Section: Discussionsupporting

confidence: 93%

Section: < Table 1: Construct Definition and Operationalisation >mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The role of corporate culture, market orientation and organisational commitment in organisational performance

Pinho

Rodrigues

Dibb

2014

Journal of Management Development

122

View full text Add to dashboard Cite

show abstract

“…This shows these African countries are all a head of Nigeria interms of performance and satisfaction with the quality of education in their respective nation (WorldBank, 2010). Despite the fact that Nigeria serve as the most populous country in the continent and the third country interms economic growth after S/Africa and Egypt respectively (WorldBank., 2010), While this sector remained the back born of any country economy as well as development (Aluede, Idogho, & Imonikhe, 2012;WorldBank., 2013;http://dx.doi.org/10.15405/epsbs.2018.05.42 Corresponding Author: Malam Salihu Sabiu Selection and peer-review under Previous studies were conducted to identified some factors that influence OP, for example, organizational learning (Barba-Aragón, Jiménez-Jiménez, & Sanz-Valle, 2014;Garcia-Morales et al, 2012;Jiménez-Jiménez & Sanz-Valle, 2011;López, Peón, & Ordás, 2005;Tippins & Sohi, 2003), commitment (Ali, Rehman, & Ali, 2010;Pinho et al, 2014;Rodrigues & Pinho, 2010), quality management practices (Appiah-Fening, Pesakovic, & Amaria, 2008;Fening, 2012;Phan, Abdallah, & Matsui, 2011), organizational support (Hau-siu, Lo, Sha, & Hong, 2006Joiner, 2007), environment (Chandrasekar, 2011;Cosh, Fu, & Hughes, 2012). Others investigated the influence of interpersonal trust (Bakiev, 2013;Paul & Mcdaniel, 2004), personality (Barrick, Mount, & Judge, 2001;Soane, Butler, & Stanton, 2015), attitudes (Gregory et al, 2009; among others.…”

Section: Problem Statementmentioning

confidence: 99%

Training and Development And Performance Of Nigerian Educational Sector

Sabiu¹

2018

The European Proceedings of Social and Behavioural Sciences

View full text Add to dashboard Cite

The purpose of this study is to investigate the mediating effect of ethical climate (EC) on the link between training and development and organizational performance (OP). Resource Based View (RBV) stress that, internal resources play a vital role on OP, considering training and development as one of the dimension of HRM practices can be regarded as best internal resources influencing performance in organization. Some previous studies used group practices while others considered individual practice. Despite these studies, however, few studies have attempted investigating effect of training and development on OP. However, the mechanism through which training and development influence performance is not clearly explained in the literature, even though RBV highlighted that HRM system can indirectly leads to competitive advantage in organization through resource like ethics. This paper used EC as mediating variable on the link between training and development and OP to explain the original relationship. A quantitative survey approach was used; the data were collected from some selected ministries of education in Nigeria. A total of 181questionnaires were analyse using Smart PLS SEM 3.2.6. The statistical findings shown that EC mediates the relationship between training and development and OP. The study also suggested for future research.

show abstract

“…Thang (2004) argued that compensation and reward can be influential tools for attaining efforts from the personnel to fulfill the organizational objectives. In Malaysian context compensation is an important practice that increase job satisfaction (Jauhar et al, 2015) and job satisfaction leads to organizational performance (Rodrigues & Carlos M, 2010;Yousef, 2000). According to expectancy theory of Vroom (1964), reward is a form of direct and indirect compensation packages and it has potential to influence employee work motivation.…”

Section: Compensationmentioning

confidence: 99%