The Empirical Research on Civil Servants’ Motivation: Evidence from Romania

Bercu, Ana‐Maria; Onofrei, Mihaela

doi:10.26493/1854-6935.15.399-417

Cited by 7 publications

(10 citation statements)

References 7 publications

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Section: Resultssupporting

confidence: 88%

“…The results of this study support the research of Bercu and Onofrei (2017) that employee intrinsic factors are a priority. The main motivation for civil servants in realizing work performance is work stability followed by authority, responsibility and autonomy in work, comfort, advancement prospects, benefits packages, professional development, job attractiveness, and remuneration (Bercu and Onofrei, 2017). The lack of authority to do work using their own methods and allowances that are not in accordance with the workload causes employees at the Education and Culture Department of Yapen Islands Regency to not have enough job satisfaction which in the end does not significantly affect employee performance.…”

Section: Resultssupporting

confidence: 88%

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The Influence of Leadership Style, Organizational Culture, and Job Satisfaction on Employee Performance Department of Education and Culture of Yapen Islands

Kayoi

Bharanti

Listyarini

2021

BIoHS

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The Department of Education and Culture of the Yapen Islands Regency as an extension of the local government in dealing with education has attempted to provide maximum public services. However, in its implementation, there are several obstacles, including not optimal services provided due to less-than-optimal employee performance. The objective of the study is to analyze the influence of leadership style, organizational culture, and job satisfaction on the performance of the employees of the Department of Education and Culture of the Yapen Islands Regency. Collecting data used a questionnaire. The research sample was calculated using the Slovin formula and obtained a total sample of 60 employees of the Department of Education and Culture of the Yapen Islands Regency. The data were tested with research instrument tests, classical assumption tests, and multiple linear regression tests using SPSS software version 25. The results showed that 1) leadership style had a positive and significant effect on employee performance, 2) organizational culture had a positive and significant effect on the performance of employees, 3) job satisfaction has no effect on employee performance

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Section: Resultssupporting

confidence: 88%

Section: Resultssupporting

confidence: 88%

The Influence of Leadership Style, Organizational Culture, and Job Satisfaction on Employee Performance Department of Education and Culture of Yapen Islands

Kayoi

Bharanti

Listyarini

2021

BIoHS

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“…In accordance to our objectives, it is worth to mention the findings of Waldman and Spangler [85], who developed an integrated model of job performance, influenced by individual characteristics (experience, ability), outcomes (feedback, job security), but also by work environment.…”

Section: Work Flexibility and Job Performance Literaturementioning

confidence: 57%

“…In Romania, several intrinsic factors contribute to increased job performance, resulting in employees feeling appreciated and consequently pursuing the organization's objectives, leading to an increase in job involvement, a decrease in absenteeism, and a boost in self-confidence [86] leading to fewer fluctuations regarding the job [85]. Additionally, factors such as self-determination [87], job tability, authority, responsibility and autonomy at work, workplace comfort, advancement prospects, benefits packages, professional development, job attractiveness, remuneration [85], effective communication between management and employees, early distribution of tasks, a feeling of recognition, and an attractive salary [88] are also important in increasing employee performance.…”

Section: Work Flexibility and Job Performance Literaturementioning

confidence: 99%

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Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

et al. 2020

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In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home officeCW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of productivity. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible and time-flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

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Gender differences in the association between job characteristics, and work satisfaction and retention

Milovanska-Farrington

2023

AJB

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PurposePrevious research shows a positive effect of job satisfaction and retention on both workers’ and organizations’ welfare, it is important to understand whether the characteristics of a job and workers’ perceptions of certain job traits can predict job satisfaction and retention in an organization. This paper explores the effect of 18 job characteristics on the likelihood that a worker is satisfied with his or her job, the chance that he or she looks for an alternative employer in the following year and the number of years employed by the same organization.Design/methodology/approachThe author adds to the current state of the literature on the importance of job characteristics in several ways. First, the author utilizes a list of 18 job characteristics or perceptions, which to the best of our knowledge is one of the most extensive sets of characteristics that has been considered. This allows us to examine lots of aspects of the job, and their connection to the outcomes of interest. Second, the author uses not only basic regression methods but also ordered Logit specifications to obtain more precise estimates of the effect of job characteristics on job satisfaction and workers’ propensity to look for a new job. Third, the author considers the possibility that a combination of job characteristics, rather than a single factor, influences the level of satisfaction with the job and retention, measured by the likelihood that a worker plans to look for an alternative job in the following year and the years at the current job. The author explores the latter through principal component analysis. Fourth, the author explores gender differences in the effect of job characteristics on job satisfaction and retention. Finally, the author discusses the implications of this research to policy decision-making and managerial decisions.FindingsThe author finds that personal development opportunities and job security are positively related to job satisfaction, and negatively related to the likelihood of looking for a new job. Opportunities for personal development have a stronger effect on job satisfaction of men than women. Male workers’ job satisfaction also depends on whether they are given enough time to complete assigned tasks. The perception of security in the current job, having reliable coworkers and receiving sufficient help in a job make it less likely for women to perform a job search. Fringe benefits encourage workers of both genders to stay in an organization longer. Job security also has a positive relationship with the years in a given job for women, but not for men.Originality/valueThe findings have implications for managers and policy decision-makers. For managers, it is important to be aware of the value male and female workers place on different job characteristics, because a number of studies show the importance of job satisfaction on the success of companies (Porter et al. 1977; Mobley et al., 1979; Tett et al. 1993; Posner et al. 1993), and the author shows that job satisfaction depends on different characteristics for men and women. In addition, managers’ awareness of the findings related to the factors that are likely to retain workers in a company is important because of the costs of recruiting new workers, including hiring, training and opportunity costs. For policy considerations, programs that help in matching employers with potential workers are likely to find good fits for both sides of the labor market if they direct women to jobs that provide more security, opportunities for personal development, and help at work. Jobs that offer more time to complete tasks would retain and increase the chance of keeping male workers satisfied with their job.

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The Empirical Research on Civil Servants’ Motivation: Evidence from Romania

Cited by 7 publications

References 7 publications

The Influence of Leadership Style, Organizational Culture, and Job Satisfaction on Employee Performance Department of Education and Culture of Yapen Islands

The Influence of Leadership Style, Organizational Culture, and Job Satisfaction on Employee Performance Department of Education and Culture of Yapen Islands

Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

Gender differences in the association between job characteristics, and work satisfaction and retention

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