The Impact of Job Satisfaction on Creating a Sustainable Workplace: An Empirical Analysis of Organizational Commitment and Lifestyle Behavior

Abstract

The COVID-19 pandemic recently swept the globe, and quarantine sadly compelled most businesses and employees to adapt to the sudden change. Because of this, the employee may face psychological risks like a change in lifestyle, tiredness, burnout, and a drop in job satisfaction. Establishing how each aspect is associated with the job satisfaction of supply chain workers in the Philippines is the main topic of this study. Purposive sampling via an online survey is the non-probability sample method used in this investigation. The target respondents are the logistics company’s employees. Google Forms were used to deliver the self-administered online survey questionnaire. The SEM model was assessed using the hypothesis test’s beta coefficient and R2 findings. The model was proven sufficient to explain or forecast the employee’s loyalty to the organization, stress at work, and job satisfaction. Results of the study revealed that organizational commitment (β = 0.716; p-value < 0.001) had the highest positive association with workers’ job satisfaction, while work stress proved to have a negative association with job satisfaction (β = −0.166; p-value = 0.039). Similarly, job characteristics (β = 0.684; p-value < 0.001) and job involvement (β = 0.189; p-value = 0.009) were also proved to have a strong positive association with organizational commitment, which in turn influences job satisfaction. Finally, lifestyle behavior was found to have a positive association with work stress (β = 0.467; p-value < 0.001) and job burnout (β = 0.369; p-value = 0.001), negatively influencing job satisfaction. As a result, this study can offer supply-chain company personnel more information on the effect of organization commitment, lifestyle behavior, work stress, and job burnout on job satisfaction, which is a key component of job sustainability. Companies must ensure that employees are treated well and meet their demands to promote a sustainable workplace.

Sustainable Ergonomic Workplace: Fostering Job Satisfaction and Productivity among Business Process Outsourcing (BPO) Workers

“…Tables 2 and 3 below show the reliability and convergent validity of the gathered data for both the lower and higher order constructs using the SEM model. The reliability and validity of the observed data were tested using Cronbach's alpha (α) as well as the composite reliability (CR) and the average variance extracted (AVE) [38]. The AVE was computed and calculated using the grand mean value of the outer variables to its relationship or connection to the corresponding constructs.…”

“…Employees' productivity levels tend to grow as they become more at ease in their work settings. According to a study by Gumasing and Ilo [38], macro-ergonomic domains such as job design, job characteristics, and job involvement could affect employees' psychological states, which in turn drive their motivation and performance. Jobs with these traits are more likely to result in increased motivation and productivity.…”

Too Defeated to Work? The Effects of Dispatched Employees’ Upward Social Comparison on Time Theft

“…Recognizing time as a valuable and limited resource [25], it is recommended that managers enhance skills in interpersonal emotion management to improve employees' negative emotions to curb employees' resource-wasting [76], which has been proven effective and beneficial to employee mental health and ceasing the unsustainable mode of work [77]. Additionally, organizations are suggested to implement stress management programs that incorporate education and training to relieve employees' stress and foster sustainable resource utilization among employees [78].…”

Managers’ Interference with Employees’ Lifestyles While Working Remotely during COVID-19 Pandemic

“…An alternative work model was formed, disrupting workers' social interactions and biological rhythms and causing changes in various behaviors such as eating, sleeping, and physical activity. Due to the intensity of work, remote workers' lifestyles have changed [17][18][19][20][21][22].…”

“…Research also shows that the COVID-19 pandemic disrupted employees' healthy lifestyles and negatively affected work-life balance and quality of life [7,8,[12][13][14]20,22,25,26,36]. There is research on managerial interventions in employee lifestyles (safety, health promotion, and work-life balance) [32][33][34][35].…”