Social interactions in job satisfaction

Tümen, Semih; Zeydanli, Tugba

doi:10.1108/ijm-04-2014-0095

Cited by 14 publications

(12 citation statements)

References 68 publications

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“…In fact, a lack of social interaction in a workplace usually reduces job satisfaction and commitment (Bentley et al , 2016). In this respect, Tumen and Zeydanli, (2016) affirmed that three components of social interaction bonds are shared vision, trust and trustworthiness. In addition, some studies showed that the development of work networks and social interactions are positively related to productivity (Deng and Chi, 2015; Saxena, 2014; Carillo et al , 2008).…”

Section: Related Literature and Research Modelmentioning

confidence: 87%

“…Wei et al (2015) showed that social needs play a vital role in the willingness of users to stick to a social network. Therefore, we expect that the socialising aspect of coworking spaces will have an effect on productivity in such spaces, and as a consequence, it will help businesses to discover relevant knowledge more quickly and with lower costs (Tumen and Zeydanli, 2016).…”

Section: Related Literature and Research Modelmentioning

confidence: 99%

“…Social interactions in any kind of workplace, including interpersonal and intergroup relationships, are relevant predictors of job satisfaction (Tumen and Zeydanli, 2016), increasing the amount of knowledge sharing (Chiu et al , 2006). In fact, a lack of social interaction in a workplace usually reduces job satisfaction and commitment (Bentley et al , 2016).…”

Section: Related Literature and Research Modelmentioning

confidence: 99%

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Coworking spaces: a new way of achieving productivity

Bueno

Rodríguez-Baltanás

Gallego

2018

JFM

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Purpose This paper aims to explore the relationship between coworking spaces and productivity. Design/methodology/approach A research model was designed to carry out the analysis. Specifically, this model attempts to reveal the influence of social interactions and the coworking environment on productivity. Furthermore, three moderated variables were incorporated into the model: gender, age and level of education. A Web-based survey was conducted. Findings The findings confirm the positive influence of social interactions and coworking environment on productivity. Research limitations/implications There are two limitations. First, it is based on the perception of coworkers. It would be interesting to add the perception of coworking space managers to provide more solid findings. The second limitation is that it has not suggested any additional potential factors which could affect productivity. Practical implications Implications of this study are grouped into two categories. First, from an academic perspective, it contributes to the development of knowledge about the increasing use of coworking spaces. Second, from a managerial perspective, this paper highlights how environmental factors and the facilities of a workplace can help to achieve better conditions for productivity, in particular in coworking spaces. Social implications Furthermore, the use of social interactions in professional relationships can be understood as an alternative way to carry out new ways of doing business. Originality/value This paper contributes to the enrichment of knowledge-concerning coworking spaces developed a pioneering study.

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Section: Related Literature and Research Modelmentioning

confidence: 87%

Section: Related Literature and Research Modelmentioning

confidence: 99%

Section: Related Literature and Research Modelmentioning

confidence: 99%

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Coworking spaces: a new way of achieving productivity

Bueno

Rodríguez-Baltanás

Gallego

2018

JFM

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“…Importantly, spillover effects at group-levels of employee job satisfaction have been found (e.g. Tumen and Zeydanli, 2016). Given the above hypotheses, Figure 1 depicts three potential pathways to performance.…”

Section: Employee-perceptions Of Work Conditions and Wellbeing In Patmentioning

confidence: 95%

Managing performance in quality management

Menezes

Escrig

2019

IJOPM

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Purpose The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred. Design/methodology/approach Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations. Findings The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality. Originality/value This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare.

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“…The relationship between motivation and satisfaction of bank employees is proven in researchSdrolias, et al, (2014). Other research also shows that employee satisfaction is closely related to the elements that motivate employees, such as social needs (Tumen and Zeydanli, 2016) and the need for appreciation (Shrivastava and Purang, 2011). Salami and Ajitoni (2015), revealed that motivation level moderates the effect of job character- istics on burnout among bank employees.…”

Section: Effect Of Motivation and Satisfactionmentioning

confidence: 98%

Paternalistic Leadership on Gen-Y Employees’ Turnover Intentions With Motivation and Satisfaction as a Mediator

Nurcahyanto

Rofiaty

Rahayu

2018

JAM

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This study examines the effect of paternalistic leadership on Gen-Y employees' turnover intentions, mediated by motivation and satisfaction. The research used 186 samples of Gen-Y employees from BCA Regional Office, Malang as respondents. Research data were obtained through questionnaires and analyzed through SmartPLS. The results indicate that paternalistic leadership affects Gen-Yemployees' turnover intentions through satisfaction.Mediation effect of motivation is not found in the influence of paternalistic leadership on turnover intention.The implementation of paternalistic leadership cannot keep turnover rate low, but only to help.

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Social interactions in job satisfaction

Cited by 14 publications

References 68 publications

Coworking spaces: a new way of achieving productivity

Coworking spaces: a new way of achieving productivity

Managing performance in quality management

Paternalistic Leadership on Gen-Y Employees’ Turnover Intentions With Motivation and Satisfaction as a Mediator

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